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Annual Report 2011-2012

Contents

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List of Chapters Page no.

Department of Personnel & Training

1. Introduction 7-11

2. Major initiatives during the year 13-21

3. Personnel Policies 23-43

Recruitment Agencies

Reservation in Services

4. Cadre Management 45-63

Indian Administrative Service (IAS)

Central Secretariat Service (CSS)

Central Secretariat Stenographers’ Service (CSSS)

Central Secretariat Clerical Service (CSCS)

State Re-organisation

5. Senior Appointments under Government of India 65-70

6. Training Policy and Programmes 71-81

7. Training Institutions 83-92

8. Administrative Vigilance 93-102

9. Central Bureau of Investigation 103-115

10. Joint Consultative Machinery 117-118

11. Administrative Tribunals 119-123

12. Staff Welfare 125-135

13. Right to Information 137-141

14. Results Framework Document for the Department (RFD) 143-150

& Citizens' Charter

15. Progressive use of Hindi in official work 151-153

16. Financial Management. 155-160

Department of Administrative Reforms and Public Grievances

17. Administrative Reforms 161-177

18. Public Grievances 179-185

19. Organisation and Methods Division 187-188

20. E-governance 189-193

21. International Exchange & Cooperation (IE&C) 195-202

22. Documentation and Dissemination Division (D&D)/ 203-216Annexures/Books/Chapter wise major initiatives

23. Department of Pension and Pensioners' Welfare 217-222

ContentsContents

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Ministry of Personnel, Public Grievances and Pensions

Department of Personnel & Training

Vision

To develop an enabling environment for the development and managementof human resources of the Government for efficient, effective, accountable,responsive and transparent governance.

Mission

1. Providing a dynamic framework of personnel policies and proceduresfor the effective functioning of the government.

2. Developing competence and innovation in government.

3. Building capacity of human resources at all levels of government forefficient delivery of public services.

4. Inculcating and supporting a culture of transparency, accountabilityand zero tolerance of corruption in public affairs.

5. Institutionalizing a system for a constructive ongoing engagementwith stakeholders.

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Chapter – 1INTRODUCTION


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1.0 The Ministry of Personnel, PublicGrievances and Pensions is under the directcharge of the Prime Minister of India. TheMinister of State (Personnel, PublicGrievances and Pensions) also holds theportfolios of Parliamentary Affairs and PMO.The Ministry of Personnel, PublicGrievances and Pensions is the nodalMinistry responsible for personnel matters,especially in respect of issues concerningrecruitment, training, career development,staff welfare, administrative reforms andpost retirement dispensation.

1.1 The Ministry comprises of threeDepartments:

(i) Department of Personnel andTraining (DoPT);

(ii) Department of AdministrativeReforms and Public Grievances; and

(iii) Department of Pensions andPensioners’ Welfare.

Department of Personnel and Training(DoPT) under the charge of Secretary(Personnel) comprises of six wings namely;Establishment Officer, Services andVigilance, Establishment, AdministrativeTribunal and Administration, Training andCentral Services. Each of these wings isheaded by an officer of the rank of JointSecretary or an Additional Secretary. TheOrganisational chart of the department is at

Chapter – 1INTRODUCTION

the next page. DoPT acts as the formulator ofpolicies pertaining to recruitment,regulation of service conditions, anddeputation of personnel, besides advising allorganisations of the Central Government onissues pertaining to personnel management.

Major Initiatives taken during the year2011-2012 have been brought out inChapter-2.

Personnel Policies(Chapter-3)

1.2 The Department is responsible forframing rules and regulations governingservice conditions including recruitmentrules, promotions and seniority, flexiblecomplementing scheme, leave travelconcession, deputation and child care leaveof employees. Personnel are recruited forthe central government by the Union PublicService Commission through competitiveexaminations conducted by them forappointments to higher civil services andthrough the Staff Selection Commission ofnon-gazetted staff in Group-B & Ccategories. In order to achieve the objectiveof upliftment and welfare of the ScheduledCastes and Scheduled Tribes, OtherBackward Classes and Persons withDisabilities, the department is responsiblefor framing policies to provide reservation tothese groups in various central government se rv i c es and fo r mon i to r ing i t simplementation.

Introduction

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Abbreviations Used in Organisation Chart (Alphabetically)

ACC - Appointment Committee of Cabinet Admn - Administration

AIS - All India Service AS - Additional Secretary

AT - Administrative Tribunal AT & A - Administrative Tribunal & Administration

CS - Central Service CWO - Chief Welfare officer

DS - Deputy Secretary E - Establishment

EO - Establishment Officer FT - Foreign training

IT - Information Technology IR - International Relations

JCA - Joint Consultative Machinery & Arbitration JS - Joint Secretary

MM - Middle Management O & M - Organisation & Method

P & A - Pay & Accounts PP - Policy Planning

PR - Personal Record PW - Pension Welfare

R & R - Redeployment & Retraining RES - Reservation

S - Service S & V - Service & Vigilance

SM - Senior Management SR - State Reorganisation

Trg - Training TP - Training project

V - Vigilance Wel - Welfare

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Introduction

Cadre Management

(Chapter-4)

1.3 This Department is responsible for

management of the cadres of All India

Services (AIS)(IAS, IPS and IFS) and all three

Secretariat Services namely Central

Secretariat Services (CSS), Central

Secretariat Stenographers’ Services (CSSS)

and Central Secretariat Clerical Services

(CSCS). In addition, this Department

frames and also revises Rules and

Regulations regarding conditions of the All

India Services, such as Indian Police Service

(IPS) and India Forest Service (IFS), in

consultation with the Ministry of Home

Affairs and Ministry of Environment and

Forests. This Department is also

responsible for cadre review of 58 Central

Group ‘A’ Services on a periodic basis.

Senior Appointments under the

Government of India (Chapter-5)

1.4 The Department dea ls wi th

appointments at senior level and personnel

policies of the Government of India. All

proposals for senior appointments under

the Government of India, which require the

approval of the Appointments Committee of

the Cabinet (ACC), are processed by the

department. These include board level

appointments to Central Public Sector

Undertakings and appointments under the

Central Staffing Scheme for posts of Joint

Secretaries, Directors and Deputy

Secretaries in Ministries / Departments. In

addition, all appointments by promotion,

which require the approval of the ACC, are

also processed by the department.

Training Policy and Programmes

(Chapter 6)

1.5 The Department is the nodalDepartment to impart training to thegovernment functionaries. The Trainingwing of the DoPT formulates policies andimplements its training programmes byidentifying areas of training, designingtraining programmes, development oftrainers and training capabilities andadministering policies in training. Majortraining activities undertaken during theyear are (i) In-service training of IAS officers(ii) Mid-Career Training of IAS Officers (iii)Domestic Funding of Foreign Training (iv)Post Graduate Programmes in Public Policy(v) Training Support (vi) Intensive TrainingProgramme (vii) Augmentation of theCapacity of Training Institutions (viii)Capacity Building for poverty reduction(ix)Distance and e-learning initiatives and(x)e-governance initiatives.

Training Institutions

(Chapter-7)

1.6 Lal Bahadur Shastri National Academyof Administration (LBSNAA), Mussoorie,Uttarakhand and Institute of SecretariatTraining and Management (ISTM), Delhi aretwo premier training institutions, attachedto this Department. These institutes cater tothe needs of human resource developmentby imparting training to all officers ofCentral Government at frequent intervalsfor their career progression. TheDepartment also supports the IndianInstitute of Public Administration (IIPA)which is an autonomous organisation, inundertaking advance training programmesfor administrators as well as researchers onissues relating to public administration.

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Administrative Vigilance(Chapter-8)

1.7 The Department is the nodal agencyrespons ib le for formulat ion andimplementation of vigilance and anti-corruption policies of the Government.Administrative Vigilance Wing in theDepartment oversees Governmentprogrammes for maintenance of disciplineand eradication of corruption from publicservice. The Department is formulating the Government’s stand in the United NationsConvention against Corruption (UNCAC).The Central Vigilance Commission (CVC)advises the Central Government on allvigilance matters. The jurisdiction ofthe Commission extends to all theorganisations to which the executive powersof the Union of India extend.

Central Bureau of Investigation(Chapter-9)

1.8 Central Bureau of Investigation (CBI)was set up by the Government of India by aResolution dated April 1, 1963 to not onlyinvestigate cases of bribery and corruption,but also violation of central fiscal laws,major frauds relating to Government ofIndia Departments, Public Joint StockCompanies, Passport frauds and seriouscrimes committed by organized gangs andprofessional criminals. CBI was furtherstrengthened by the addition of EconomicOffences Wing by the Government of Indiaby Resolution dated February 2, 1964.

Joint Consultative Machinery(Chapter-10)

1.9 The Government provides for a JointConsultat ive Machinery for jo intconsultation at three levels between theCentral Government and its employees forpromoting harmonious relations and

securing optimum level of cooperationbetween the Central Government and itsemployees in matters of common concern.The objective is to increase the efficiency ofpublic services along with the well-being ofthe employees. The three tiers are:

(i) National Council at the apex level,functioning under the Department ofPersonnel and Training.

(ii) Department Councils- functioningat the level of the Ministries/Departments.

(iii) Office Councils-functioning atoffices/organisations under variousMinistries/ Departments.

1.10 The Scheme has proved to be aneffective forum for amicable settlement ofgrievances of the Central Governmentemployees relating to their service mattersetc.

Administrative Tribunals(Chapter-11)

1.11 In order to provide speedy andinexpensive justice delivery system to theemployees who feel aggrieved byGovernment decisions, the Government setup the Central Administrative Tribunal(CAT) in 1985, which now deals with allcases relating to service matters. The CAThas 17 regular benches, 15 of which operateat the Principal seats of High Courts and theremaining two are at Jaipur and Lucknow.

Staff Welfare(Chapter-12)

1.12 The Central Government being thelargest single employer in the countrydischarges its responsibility for lookingafter the welfare of employees throughvarious welfare measures. The Department


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Introduction

also extends support to various staff welfaremeasures. The DoPT is the nodalDepartment for four registered societies setup for the welfare of the Governmentemployees and their families. In addition,the Department lays down policies forDepartmental Canteens and supports theResident Welfare Associations.

Right to Information(Chapter-13)

1.13 The Department has brought out acomprehensive law in order to ensure rightto information to the Citizen of India inalmost entire matters of governance at alllevels from Central Government to the LocalSelf-Government. The Law (RTI Act, 2005) has provided a mechanism where theCentral Information Commission, being theapex body at the Centre, facilitates itscitizenry in accessing information in a timebound, hassle free and affordable manner.

Results Framework Document for the Department (Chapter-14)

1.14 A system for Monitoring andEvaluating the Performance of allGovernment Departments and Ministrieshas been put in place. The system providesfor preparation of a Results FrameworkDocument (RFD) by the Department,summarizing the main objectives andcorresponding action for the year. TheDepartment has prepared its RFD listingout various objectives to be achieved in agiven time frame for monitoring and properevaluation of its performance at the end ofthe year. As a part of RFD exercise, this

department has prepared its Strategy andStrategic Plan for the next five years afterconsultation with the stakeholders.

Progressive Use of Hindi in Official Work (Chapter-15)

1.15 The Department is fully committed topromote the use of Hindi as the officiallanguage, in official matters and motivatecompliance of the provisions of the OfficialLanguage Act, 1963, and the Rules framedthere under. The Department also ensuresthat the spirit of various orders andguidelines issued by the Department ofOfficial Language are appropriatelyenforced for implementation of the officiallanguage policy of the Union. The OfficialLanguage Division of the Departmentmonitors the implementation of the policy inthe Department.

Financial Management(Chapter – 16)

1.16 In order to promote the variousprogrammes administered by thisDepartment, an annual allocation of Rs.260 crores was made in the annual planoutlay and Rs. 766.78 crores under non-plan allocation for the year 2011-12. Therequirements and priorities of its attachedand subordinate offices were kept in viewwhile making budgetary allocations to themby this Department. No PAC observation/Para is pending in respect of thisDepartment. C&AG observations/parasmade upon this Ministry are detailed in thisChapter.

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Chapter – 2MAJOR INITIATIVES DURING THE YEAR


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Major Initiatives During the Year

Chapter – 2MAJOR INITIATIVES DURING THE YEAR

2.1 Lokpal Bill

The Government constituted a JointDrafting Committee on 08.04.2011,consisting of five nominee Ministers fromGovernment of India and five nominees ofShri Anna Hazare (including Shri Hazarehimself), to prepare a draft of the Lokpal Bill.Based on the deliberations of theCommittee, and on the basis of inputsreceived from Chief Ministers of States andpolitical parties, Government prepared arevised Lokpal Bill, 2011 which wasintroduced in the Lok Sabha on 04.08.2011.

2.1.1 The Government introduced a newcomprehensive Lokpal and Lokayuktas Bill,2011 in the Lok Sabha on 22.12.2011 toestablish the institution of Lokpal at theCentre and Lokayukta at the level of Statesalongwith the Constitution 116thAmendment Bill, 2011 to provide for theConstitutional status to these bodies.

2.1.2 These Bills were taken up forconsideration by the Lok Sabha on27.12.2011. The Lokpal and LokayuktasBill, 2011 was passed with certainamendments whereas the Constitution116th Amendment Bill, 2011 could not bepassed with the requisite majority requiredfor Constitutional amendments. The Lokpaland Lokayuktas Bill, 2011 was taken up fordiscussion and passing in the Rajya Sabhaon 29.12.2011. The discussion remainedinconclusive and the Lokpal andLokayuktas Bill, 2011 are yet to be passedby the Rajya Sabha.

2.2 Protection of Whistle-blower Bill

The Government had issued aResolution dated 21st April, 2004authorizing the Central VigilanceCommission as the designated agency toreceive written complaints from whistleblowers. The said Resolution also, interalia, provides for the protection to thewhistle blowers from harassment, andkeeping the identity of whistle blowersconcealed. As it was felt that the personswho report corruption need statutoryprotection, a Bill titled “The Public InterestDisclosure and Protection to Personsmaking the Disclosures Bill, 2010” wasintroduced in Parliament. The Bill wasreferred to the Department relatedParliamentary Standing Committee onPersonnel, Public Grievances, Law andJustice which, in its 46th Report, madeseveral recommendations, suggestingseveral amendments in the Bill. Therecommendations were considered by theGovernment and a majority of therecommendations were accepted by theGovernment. Significantly, the recommen-dation for change of name of the Bill wasaccepted and the Bill was amended as “TheWhistle Blowers Protection Bill, 2011”. The recommendation of the StandingCommittee for bringing the members ofCouncil of Ministers, the judiciary includingthe higher judiciary, regulatory authorities,etc. within the ambit of the Bill wasaccepted, with the exception of Judges of

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the Supreme Court and the High Courtssince aspects of whistle blowing in so far asthey relate to judges of the Supreme Courtand High Courts, has already been takencare of in the Judicial Standards andAccountability Bill, 2010. The recomme-ndation of the Standing Committee forinclusion of Armed Forces, Security andIntelligence Agencies, etc within thepurview of the Bill was also accepted by theGovernment. Official amendments weremoved for this purpose. The Bill, asamended, was passed by the Lok Sabha on27th December, 2011 and was included inthe List of Business of the Rajya Sabha on28th December and 29th December, 2011,but the same could not be taken up forconsideration in the Rajya Sabha on boththese dates.

2.3 Foreign Bribery Bill

Our domestic laws are substantiallycompliant of the mandatory provisions ofthe UN Convention except the requirementrelating to bribery of foreign public officialsand private sector bribery. In regard to the

bribery of foreign public officials astandalone Bill titled “The Prevention ofBribery of Foreign Public Officials andOf f i c ia ls o f Publ ic Internat iona lOrganizations Bill, 2011” was introduced inthe Monsoon session of Parliament and ispresently before the Department relatedParliamentary Standing Committee onPersonnel, Public Grievances, Law andJustice.

2.4 Ratification of the United Nation

Convention Against Corruption

India has, in May 2011, deposited theInstrument of Ratification of the UnitedNations Convention Against Corruption(UNCAC) with the Secretary General of theUnited Nations. This is expected to enhancethe image of India in the Internationalforums as a country which is committed to tackle the menace of corruption. InOctober, 2011, Secretary (Personnel) hadrepresented India at the meeting of theUNCAC held at Marrakesh, Kingdom ofMorocco.

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2.5 Seventh Regional Conference of

t he A DB-OECD A nt i -Co r rup t i o n

Initiative for Asia and the Pacific

As part of its efforts to engage inconstructive dialogue and increasedcooperation with countries and organiz-ations around the world in the fight againstcorruption, Government of India hosted theSeventh Regional Conference of the ADB-OECD Anti-Corruption Initiative for Asiaand the Pacific in New Delhi. The conferencewas held back to back with the 16thSteering Group Meeting of the ADB/OECDInitiative which was held on 27th Sept2011. The two day conference wasinaugurated by President PratibhaDevisingh Patil, and was attended byexperts from the 28 member countries andeconomies of the ADB/OECD Anti-

Corruption Initiative and leading globalexperts and representatives of internationalorganizations, leading enterprises,business associations and civil society. Inall, 78 foreign delegates and over 100 Indiandelegates participated in the deliberations.The opening ceremony was also attended byMr. Xiaoyu Zhao, Vice President of the ADB,and Mr. Richard A. Boucher, DeputySecretary-General of the OECD. Thevaledictory session of the Conference wasaddressed by the Union Finance MinisterShri Pranab Mukherjee. The Conferenceadopted several conclusions aimed atimproving the effectiveness of anti-corruption frameworks and enhancingcooperation amongst enforcement agenciesto launch a concerted fight againstcorruption.

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Group of Ministers to consider measures

to tackle corruption

The Government had constituted aGroup of Ministers (GoM) in January, 2011,to consider measures that can be taken bythe Government to tackle corruption. ThisGroup has been entrusted with the task ofconsidering all measures, includinglegislative and administrative, to tacklecorruption and improve transparency. TheGroup would be formulating and putting inplace a comprehensive roadmap forstrategizing and spelling out measures fortackling corruption in Government. Thespecific areas which the GoM is looking intoare:-

• State funding of elections;

• Fast tracking of all cases of publicservants accused of corruption;

• Ensuring full transparency in publicprocurement and contracts ,including enunciation of publicprocurement standards and a publicprocurement policy;

• Relinquishing discretionary powersenjoyed by Ministers;

• Introduction of an open andcompetitive system of exploitingnatural resources;

• Amendment to the Constitution toprovide for summary proceedings incases of grave misdemeanor orblatant corruption by publicservants; and

• Consideration of relevance/need forretaining provision relating to priorgovernment permission beforecommencing investigation againsthigh public officials.

The Group of Ministers hassubmitted its First Report and therecommendations made therein havealready been accepted by the Governmentwith some slight modifications. Action hasbeen initiated by the Government toimplement the accepted recommendationsof the GoM.

2.6 Reservation for Minorities

1. The Government of India has set upthe National Commission forReligious and Linguistic Minorities tosuggest criteria for the identificationof the socially and economicallybackward sections amongst Religiousand Linguistic Minorities and torecommend measures for theirwelfare, including reservation inGovernment employment. TheCommission submitted its report tothe Government on 10th May, 2007,wherein it had, inter-ala, recomm-ended creation of a sub-quota forminor i t i e s f r om wi th in thereservation of 7% available inGovernment employment to OBCs,.

2. The Government have carefullyconsidered the above recommend-ation and it has been decided to carveout a sub-quota of 4.5% forminorities, as defined under Section(e) of the National Commission forMinorities Act, 1992, from within the27% reservation for OBCs.Thecastes/communities of the saidminorities which are included in theCentral list of OBCs, notified state-wise from time to time by the Ministryof Social Justice & Empowermentshall be governed by the said sub-


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An On-line system was introducedthis year (2011-12) under the DomesticFunding of Foreign Training (DFFT)Scheme, making it mandatory to apply‘online’ for any long-term or short termforeign training programmes. Further, the respective controlling authorities of theapplicants’ officers will also henceforthforward their nominations to DoPT in`online’ mode. The purpose of suchcomputerization of the DFFT Scheme was tobring in the elements of objectivity andtransparency in the crucial area of foreigntraining.

A two-day “National Conference onHuman Resource Management towardsC o m p e t e n c y - b a s e d P e r f o r m a n c eManagement for the Civil Service” wasorganized jointly by the Training Division,Department of Personnel & Training,Government of India and the United NationsDevelopment Programme in November2011, under the aegis of `Pathways for anInclusive Indian Administration (PIIA)Project. The conference was inaugurated byShri V. Narayanasamy, Hon’ble Minister ofState for Personnel, Public Grievances &Pensions and Prime Minister’s Office.


quota. An O.M. to this effect has beenissued by DoPT on 22.12.2011.

2.7. IPR on Public domain

A major achievement that was

achieved during the year 2011 was the

decision to bring the annual return of

Immovable Property (IPR) as on January,

2011 of the All India Services (AIS) officers

as well as the organized Group ‘A” Central

Services, in the public domain. The IPRs of

all the AIS and Group ‘A’ Central Services

officers have since been hosted on the

website of the respective Cadre Controlling

Authorities of the various services. The land

mark decision would pave the way for

promotion of greater transparency and

accountability in the administration.

2.8 INITIATIVES IN TRAINING

The Government approved the New

National Training Policy, 2012 and the same

has been circulated to all Ministries/

Departments of Government of India for

adoption.

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National Conference on Human Resource

Management

The Conference was essentially

meant to gain understanding of the concept

of a competency-based approach to

performance management for the Civil

Service, its advantages and disadvantages

based on international and Indian

experiences; policy challenges encountered

by Government and the private sector in

applying a competency-based approach to

performance management.

Under Intensive Training

Programme, 50 additional districts were

covered for imparting training in the sectors

e.g. School Education, Public Distribution

System, Public Health, Revenue, Water and

Sanitation, Integrated Child Development,

Police, etc.

2.9 Service Allocation to the

candidates of CSE

Against 1044 vacancies for Civil

Services Examination (CSE)-2010, UPSC

recommended the names of 922 candidates

for service allocation to 23 services i.e. IAS,

IFS, IPS and various other Group ‘A’ & ‘B’

services. Service allocation to the

candidates selected on the basis of CSE,

2010 was done on 11-08-2011.

2.10 Foundation Course for candidates

of CSE

86th Foundation Course for

successful candidates of CSE, 2010

commenced on 29th August, 2011 at four

academies viz. LBSNAA, Mussoorie, RCVP

Noronha Academy, Bhopal, NADT, Nagpur

and Dr. MCHRD Institute, Hyderabad. All

IAS, IPS and IFS officers have been sent for

Foundation Course to LBSNAA, Mussoorie.

Officers from the rest of the services and

IFos have been apportioned to remaining

academies, so that all services are suitably

represented at all the remaining academies.

2.11 Amendment of Cent ral Civ i l

Services Leave Rules 1972

Three Notifications amending the

CCS (Leave) Rules, 1972 were issued in the

month of August, 2011 bringing into force

the rules relating to Study Leave to Central

Health Services Officers, Penal Interest on

leave encashment on LTC and modified

conditions for Child Care Leave. This

information is available on the DOPT

website www.persmin.nic.in.

2.12 Study Leave for Fellowships

offered by reputed Institutes

Estt.(Leave) has issued instructions

on 1st September, 2011 to include

the Fellowships offered by (i) K.K.

Birla Foundation, (ii) Indian Institutes

of Management, ( i i i ) Management

Development Institute, Gurgaon and (iv)

Lok Nayak Jayaprakash Narayan National

Institute of Criminology and Forensic

Science for grant of study leave on the same

terms as that of the fellowship offered by

Jawahar Lal Nehru Memorial Fellowship at

present .

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2.13 Grant of Special Allowance for

child care for women with disability

This Department on 26th September,

2011 has issued clarifications regarding

admissibility of Special Allowance for child

care to women with disabilities. It has been

clarified that the Special Allowance would

be admissible for two years from the birth of

the child so long as the women employee

does not have more than two surviving

children. Clarification has also been given

that in case of multiple birth at the time of

first child birth the women employee shall

not be entitled to special allowance at the

double rates.

2.14 MOU signed between Union Public

Service Commission and Royal Civil

Service Commission of Bhutan

A Memorandum of Understanding

(MOU) was signed between Union Public

Service Commission and the Royal Civil

Service Commission of Bhutan on 9-9-2011

at Thimpu, Bhutan. The UPSC has

forwarded on 14-9-2011 a copy of MOU

signed by Chairman. UPSC and Chairman,

Royal Civil Service Commission, Bhutan.

This would serve to set forth the areas of

cooperation, obligation of the parities,

apportionment of costs and other

procedures for cooperation between the

parties in the mutually agreed areas. The

areas of cooperation would include sharing

of experiences and expertise in Civil Service

matters such as recruitment and selection,

exchange of resource persons, and

development of professional skills of the

officers and staff of the parties through

attachment and training programmes.

2.15 Child Care Leave to Civilian Female

Indust rial Employees o f De fence

Establishments.

The benefit of Child Care Leave hasbeen extended to the civilian femaleindustrial employees working in DefenceEstablishments at par with the nonindustrial Central Government employeesby this Department’s order on 20th October,2011.

2.16 Implementation of the RTI Act

(a) RTI Anthem:

In order to create awareness on RTI,an RTI anthem has been launched on 15thAugust, 2011 which was telecast andbroadcast through radio, Television andTheatre throughout the country and elevenlanguages.

(b) RTI Fellowship:

RTI fellowships were awarded to fourfellows from the field of civil society andmedia.

2.17 E-governance projects

This Department has taken severalsteps for implementation of e-governanceprojects. To achieve this a total of 52separate software have been developedwhich pertain to the working of variousDivisions of this Department.

2.18 Nat ional Anomaly Commit tee

meeting of JCM

The National Anomaly Committeemeeting of JCM was held on 5th January2012 regarding 6th CPC under theChairmanship of Secretary (Personnel).


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2.19 C a d r e a l l o c a t i o n t o I A S

probationersCadre was allocated to 149 IAS

probationers who were selected into IAS onthe basis of Civil Services Examination,2010 with the approval of Hon’ble PrimeMinister. The same was published on thewebsite of this Ministry on 11th January2012.

2.20 Children Education AllowanceTwo Office Memoranda were issued

during the month of February, 2012;(i) giving clarifications about the term

“Fee”, procedure to be adopted in caseoriginal receipts are misplaced forclaim of Children EducationAllowance, enhancement of CEA dueto increase in DA by 50% andquantum of claim during the first twoquarters of academic year;

(ii) allowing reimbursement of Develop-ment fee/Parents’ Contributioncharged by the school/institution inlieu of Tuition Fee, Fee chargeddirectly by the school/institution forcatering to the special needs of thechild with disabilities and waiving ofminimum age for any child forclaiming reimbursement of CEA/Hostel subsidy.

2.21 Facility to all cadre authorities to

scan and upload property return of IAS

Officers for the year 2011 on DOPT

WebsiteDepartment of Personnel and

Training provided facility to all cadreauthorities to scan and upload propertyreturn of IAS Officers for the year 2011 onDOPT Website to avoid delay in receipt andacknowledgement of the documents. AVideo Conference was held with all CadreAuthorities by E.O on 17.2.2012 to knowthe utility of the system and feedback wasvery encouraging. Most of these authoritieshave started uploading IPRs on DoPTwebsite.

2.22 Workshop on Internat ional

Women’s Day

A workshop to mark the InternationalWomen’s Day, 2012 was organized byDepartment of Personnel & Training on09.03.2012 at Indian Institute of PublicAdministration, New Delhi. The oneday Workshop was inaugurated by MOS(PP).

All women employees of theDepartment participated in the workshop.Lectures were held on issues of DomesticViolence, Sexual Harassment at Workplace and Stress Management. The participantsthen presented their expectations from theDepartment, and challenges of a workingwoman. The workshop was a trulyinformative and learning session for all inthe context of present day scenario and withworking women trying to make a balancewith their responsibilities in home andoffice.

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2.23 Pensioners’ Welfare

A m e n d m e n t s t o t h e C C S(Extraordinary Pension) Rules, 1939 havebeen notified by DoPT on 15.2.2011. TheDepartment of Pension & Pensioners’Welfare with the help of NIC has developedan updated version of CPENGRAMS. Underthe updated version, the pension relatedgrievances will be combined with other

grievances and therefore, receipt frommultiple sources will not be there for theMinistries/Departments. This will alsofacilitate disposal of grievances for allMinistries/Departments who can now logon to CPGRAMS and look into thepension grievances. Earlier, they had to logon to CPENGRAMS & CPGRAMSseparately.

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Chapter –3PERSONNEL POLICIES


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3.0 The Department of Personnel &Training, in consultation with the Ministryof Finance, is responsible for framing andrevising rules and regulations regardingservice conditions of all Governmentemployees. Matters relating to framing andamendment of recruitment rules / servicerules for Group “A” and “B” posts are dealtwith in this department. In respect of group“C” posts, including the Multi Tasking Staff(MTS), power to frame recruitment rules hasbeen delegated to the concerned Ministry /Department. This Department is alsoresponsible for framing of policy relating tothe procedure for Departmental PromotionCommittee(s) and policy on seniority.General policy matters relating to flexiblecomplementing scheme, leave travelconcession, deputation, child care leave,pay & allowances, holiday policy, agerelaxation and other matters concerningservice conditions are also examined andprocessed in this Department.

Some of the important issues/initiativestaken during the year other than thoselisted in Chapter 2 are as under:-

MODIFIED FLEXIBLE COMPLEMENTING SCHEME FOR SCIENTISTS BASED ONTHE RECOMMENDATIONS OF THE 6THCENTRAL PAY COMMISSION

The instructions in respect ofModified Flexible Complementing Scheme(MFCS) for scientists were issued in thisDepartment on 10th September, 2010. Anumber of requests for clarifications in this

regard were received from Departments/Ministries which were examined by thisMinistry and to facilitate the process, FAQson Modified FCS have been issued by thisMinistry.

RECRUITMENT RULES FORMULATIONAND AMENDMENT

A decision was taken to processonline submission of proposals forRecruitment Rules (RR) formulation oramendments or relaxation and onlineforwarding of observations/ views/responses by DoPT and Ministries/Departments and a two day workshop wasarranged in ISTM by NIC to all theMinistries/Departments. The proposals inthis regard will be accepted online only andno file will be accepted from Ministry/Department.

OVERSTAY WHILE ON DEPUTATION:-

This Department has reiterateddecisions taken on 20th November, 2006and 17th June, 2010 that it will be theresponsibility of the immediate superiorofficer to ensure that the deputationist doesnot overstay. In the event of the officeroverstaying for any reason whatsoever,he/she is liable to disciplinary action andother adverse consequences which wouldinclude the period of unauthorised overstaynot being counted for service for thepurpose of pension and that any incrementdue during the period of unauthorizedoverstay being deferred with cumulative

Chapter –3PERSONNEL POLICIES

Personnel Policies

22 23

effect, till the date on which the officerrejoins his parent cadre. All Ministries/Departments have been advised thathenceforth no ex-post facto approval forregularization of overstay on deputationwould be allowed.

REVISION OF SPECIAL ALLOWANCE AND

CASH HANDLING ALLOWANCE AS A

R ESUL T OF ENHA NCEMENT OF

DE A R N E S S A L L O WA N C E w . e . f .

1.1.2011:-

This Department has reiterated itsdecision taken on 1st October, 2008 thatthe rates of Special allowance and CashHandling Allowance will automaticallystand increased by 25% every time theDearness Allowance payable on revised payscales goes up by 50%.

STEPPING UP OF PAY OF SENIOR

DIRECT RECRUIT ASSISTANTS OF

CSS/PAs OF CSSS AND SENIOR PAs OF

CSSS APPOINTED/PROMOTED PRIOR

TO 1.1.2006.

Senior direct recruit Assistants/PAsof CSS/CSSS respectively appointed priorto 1.1.2006 and drawing less pay thanAssistants/PAs of CSS/CSSS promotedafter 1.1.2006 will be allowed stepping up ofpay subject to the condition that Senior DRAssistants/PAs continuously draw morepay than junior promoted Assistants/PAsin the pre-revised pay scale. Similarly, allCadre units of CSSS are allowed to step upthe pay of Senior PAs of CSSS appointed/promoted prior to 1.1.2006 at par with thatof Steno Grade ‘D’ of any Ministry/Department promoted as PAs after1.1.2006.

RELAXATION OF RULES FOR STUDY

LEAVE ON AWARD OF FELLOWSHIPS:

To encourage Government employees totake up skill development on their own itwas decided to include the Fellowshipsoffered by (i) K.K. Birla Foundation, (ii)Indian Institutes of Management, (iii)Management Development Institute,Gurgaon and (iv) Lok Nayak JayaprakashNarayan National Institute of Criminology &Forensic Science for grant of Study Leave onthe same terms as that of the fellowshipoffered by Jawahar Lal Nehru MemorialFellowship. Study leave will be granted forthe entire period of the Fellowship to theGovernment servants granted Fellowshipsfrom these Institutes. They will be entitled tothe benefits admissible to them inaccordance with the Fellowship and inaddition, entitled to draw leave salary equalto the pay that they drew while on duty withthe Government immediately beforeproceeding on such leave and DearnessAllowance at the Central Government rateson the leave salary admissible to them.

PENAL INTEREST ON NON UTILIZATION

OF ADVANCE ENCASHMENT OF LEAVE

WITH LTC :

The Central Civil Services (Leave) Rules,1972, has been amended vide Notificationdated 26th August, 2011 to provide forpenal interest @ 2% over the interest ratewhich is allowed by the Government onProvident Fund balances of the employees,in case of advance encashment of leave withLTC being unutilized within the timeprescribed under the CCS (LTC) Rules,1988.


24 25

Personnel Policies

SPECIAL CONCESSIONS FACILITIES TO

CENTRAL GOVERNMENT EMPLOYEES

WORKING IN KASHMIR VALLEY IN

A T T A CH ED A ND SUBOR DI NA T E

O F F I C E S O R P UBL I C S E C T O R

UNDERTAKINGS FALLING UNDER THE

CONTROL OF CENTRAL GOVERNMENT:

A package of incentives as approved by the Cabinet Committee on Security, containingspecial concessions/facilities to CentralGovernment Employees working inKashmir Val ley in Attached andSubordinate offices and PSUs under theCentral Government has been extendedupto 31.12.2011. The package of incentivesis admissible to Central Governmentemployees including the natives of KashmirValley, serving in 6 (six) districts of J&K,namely, Anantnag, Baramulla, Budgam,Kupwara, Pulwama, and Srinagar Districts.The package is also admissible toTemporary Status Casual Labourersworking in Kashmir Valley in terms of para5(i) of the Casual Labourers (Grant ofTemporary Status and Regularization)Scheme of Government of India, 1993.

REVISION OF RATES OF HONORARIUMFOR TRANSLATION:

The rates of honorarium for translationfrom any language to Hindi/English andvice-versa have been revised to Rs.120/- perthousand for ordinary words and Rs.130/-per thousand for technical words.

E-SERVICE BOOK :

Department of Administrative Reforms &Public Grievances have developed e-officesoftware under Mission Mode Project. Thesoftware already available with D/oARPG is

being upgraded for creation andmaintenance of e-service book schemeinfrastructure.

GUIDELINES REGARDING GRANT OFVIGILANCE CLEARANCE ON NONSUBMISSION OF ANNUAL IMMOVABLEPROPERTY RETURNS

Guidelines regarding grant ofVigilance Clearance of all the Members ofCentral Civil Services / Posts have beenrevised on 27.9.2011 whereby VigilanceClearance shall be denied to an officer if hefails to submit his annual immovableproperty return of the previous year by 31stJanuary of the following year, as requiredunder Government of India decisions underRule 18 of the Central Civil Services(Conduct) Rules, 1964.

A P P O I N T M E N T O F R E T I R E DGOVERNMENT SERVANTS AS INQUIRYOFFICER & PRESENTING OFFICER

A Notification has been issued on5.12.2011 to permit appointment of retiredGovernment Servants as Inquiry Officer andPresenting Officer in DepartmentalDisciplinary cases.

REVISED GUIDELINES REGARDINGOF F I C I A L DEA L I NGS BET WEENADMINISTRATION AND MEMBERS OFP A R L I A M E N T A N D S T A T ELEGISLATURES – OBSERVANCE OFPROPER PROCEDURE, HAVE BEENREVISED AFTER CONSULTATION WITHTHE PRIVILEGES COMMITTEE OF THELOK SABHA

Comprehensive guidelines regardingOfficial dealings between Administrationand Members of Parliament and StateLegislatures – observance of proper

24 25

procedure, have been revised afterconsultation with the Privileges Committeeof the Lok Sabha on 1.12.2011. The ChiefSecretaries of all the States and UTs havealso been addressed by the Secretary,Department of Personnel and Trainingemphasizing the need for following theseinstructions scrupulously by all the officersincluding officers working in the Districts ofthe States and UTs.

PLACING THE ANNUAL IMMOVABLEPROPERTY RETURN (IPR) IN THEPUBLIC DOMAIN.

All the Cadre Controlling Authoritiesof Organized Group ‘A’ Central Serviceshave been asked to place the ImmovableProperty Return of the officers on thewebsite of respective Cadre ControllingAuthorities.

RECONSTITUTION OF DEPARTMENTALPEER REVIEW COMMIT T EES OFSCI ENT I F I C DEP A R T M ENT S T OCONSIDER EXTENSION IN SERVICE OFEMINENT SCIENTISTS BEYOND THEAGE OF SUPERANNUATION.

Extension in service in publicinterest is permissible for eminentScientists under the provision of FR 56.

The Appointments Committee of theCabinet (ACC) had approved the certainmodalities for considering the proposals forgrant of extension to Scientists. The basicrequirement was to constitute departmentwise standing Peer Review Committee alsocal led Departmental Peer ReviewCommittee (DPRC).

On the basis of the said guidelines,DPRCs for several Scientific Departmentswere constituted for a fixed tenure. Theeminent Scientists of these Ministry/

Departments are getting extension inservice on the basis of the recommendationsmade by the DPRCs from time to time.

RECRUITMENT AGENCIES

3.1 T h e U n i o n P u b l i c S e r v i c eCommission (UPSC) and the Staff SelectionCommission (SSC) are the two designatedrecruitment agencies administered by theDepartment of Personnel and Training.While the UPSC is a Constitutional body setup under Article 315 of the Constitution,the Staff Selection Commission has been setup by a Resolution of the Government and ithas the status of an attached office of theDepartment of Personnel and Training.Both these agencies enjoy the reputation forselecting candidates for the governmentservices in fair, objective and impartialmanner. The candidates for the variousexaminations come from a variety of socialenvironments and having studied indifferent disciplines.

3 . 1 . 1 UNI ON P UBL I C SER V I CE

COMMISSION (UPSC)

The Union Public Service Commissioncomprises the Chairman and ten Members.The UPSC makes recruitment for All IndiaServices; Group ‘A’ Central CivilServices/posts, and Group ‘B’ Gazettedposts in Ministries/ Departments of theCentral Government. The Commission alsoconducts the examination for recruitment ofCommissioned Officers in the DefenceForces. Some Union Territories (UTs) alsoavail the services of the Union Public ServiceCommission for recruitment to the postsunder the UT.

The functions of the UPSC are asspecified in Article 320 of the Constitution. By exercise of powers conferred by the


26 27

proviso to Article 320 (3) of the Constitutionthe President has made the UPSC( E x e m p t i o n f r o m C o n s u l t a t i o n )Regulations, 1958 as amended from time totime, as respects the All India Services and also as respects other services and posts inconnection with the affairs of the Unionspecifying the matters in which it shall notbe necessary for the UPSC to be consulted.

The 62nd Annual Report of the Union Public Service Commission for the period01.04.2010 to 31.03.2011 was laid on theTable of Lok Sabha and Rajya Sabha on14.12.2011 and 15.12.2011 respectively.The major activities of the Commission asincluded in the above Annual Report aregiven below:-

• Unde r r e c ru i tmen t th roughe x a m i n a t i o n m e t h o d , t h eC o m m i s s i o n c o n d u c t e d 1 4examinations, 10 for recruitment to Civil Services/Posts and 4 forDefence Services; a total of 18,93,030applications were received andprocessed ;5 ,342 cand ida t esinterviewed for Civil Services/Posts(interviews for Defence Services wereconducted by SSB of Ministry ofDefence) and 4,896 candidatesrecommended for appointment tovarious posts, 3,079 (including 358candidates recommended throughReserve List) for Civil Services/Postsand 1,817 for Defence Services/Posts.

• The new SAMPERA Form (Form-E)has been introduced with effect fromCiv i l Serv i ces (Pre l im inary )Examination, 2011. With thisintroduction, the cost of SAMPERA

Form (E) has been revised from Rs.20/- (twenty) to Rs. 30/-(thirty).

• Syllabus and Pattern of the CivilServices (Preliminary) examination inthe scheme of the Civil ServicesExamination have been revised from2011. The Civil Services (Preliminary)Examination now comprises twocompulsory papers of 200 markseach and the duration is of 2 hourseach. The questions are of objectivetype (multiple choices). No changeshave, however, been introduced atthis stage in the Civil Services (Main)Examination and Personality Test inthe scheme of the Civil ServicesExamination.

• The Commission made recommen-dations in respect of 3978 officers/posts regarding suitability ofcandidates/officials for promotion,deputation, absorption etc.

• The Commission recommended 11candidates with disabilities out of the22 posts reserved for them throughDirect Recruitment by interview.

ONLINE RECEIVING OF APPLICATION:-

The Commission has launched with effectfrom February, 2011 on-line receiving ofapplications for the Engineering ServicesExamination. The submission ofapplication has also been made on-line andthe data is captured on real-time basis.This has resulted in reducing the time-cyclebesides becoming more accurate incapturing of the data since candidates arethemselves filling in the required details.The same software will also be used forcapturing candidates’ detailed information

Personnel Policies

26 27

for other exams as well. The candidateshave the facility to pay the fee on-linethrough secured payment gateway in such amanner that they are not required to visitthe Commission’s office for submitting theirapplications. The project has resulted inreducing the time taken for the conduct ofexaminations with more accuracy therebybringing in more transparency into thesystem. The Commission have developedand implemented a system for offeringdetailed application form to the successfulcandidates for the Civil Services(Preliminary) Examination only through on-line mode under secured environment w.e.f.2011. The candidates are asked to fillthrough on-line mode detailed informationregarding their background, parentalinformation, qualifications, experience andchoice/ preference of the Services andcadres.

PROVIDING INFORMATION THROUGHOFFICIAL WEBSITE OF UPSC:

Commission has started sharingquestion papers for all exams immediatelyafter the conduct of such examinations.The information about marks obtained bysuccessful as well as unsuccessfulcandidates is provided to the individualcandidates once the evaluation process ofthe examination is completed.

CONDUCT OF ON-LINE RECRUITMENTTEST:

The Commission has, as a pilotproject, successfully conducted an on-linetest for recruitment to certain posts, inorder to shortlist about 4000 candidates,who had applied for the post. The test wasconducted in one shot at various centres inthe country.

The Commission has decided to receiveapplications through on-line mode for allthe 14 structured examinations conductedby UPSC from 2012. The Commission hasrecently developed user friendly software forgenerating e-admit card which will bedownloadable by the candidates themselvesthrough the Commission’s website. Thissystem will be in operation shortly. TheCommission has also decided to receive On-line application for recruitment to thevarious isolated posts being filled by themethod of Direct Recruitment.Thisproject is under testing and implementationstage.

A Memorandum of Understanding(MoU) was signed between the Union PublicService Commission and the Public ServiceCommission of Canada on 15th March,2011 regarding sharing and promoting bestpractices through bilateral exchanges. TheMoU will remain effective for a period ofthree years.

An MoU was also signed between UPSCand Royal Civil Service Commission ofBhutan on 09th September, 2011 atThimpu, Bhutan. The areas of cooperationwould include sharing of experience andexpertise in Civil Service matters such asrecruitment and selection, exchange ofresource persons, and development ofprofessional skills of the officers and staff ofthe parties through attachment andtraining programmes.

Six Foreign Delegations from Myanmar(twice), Nepal, New Zealand, KyrgyzRepublic and Canada visited theCommission and held discussion on variousissues related to selection method.


28 29

Personnel Policies

3.1.2 STAFF SELECTION COMMISSION

(SSC)

The set up of Staff SelectionCommiss ion (SSC) comprises i tsHeadquarters located in New Delhi and 09Regional/Sub Regional offices located atdifferent parts of the country. The SSC(Hqrs) comprises the Chairperson, twoMembers, one Secretary-cum-Controller of

Examinations and other supporting officersand staff. The Regional/Sub-Regionaloffices are responsible for receipt andprocessing of applications for variousexaminations, issue of admit cards to thecandidates and conduct of examinations,interviews and physical endurance tests(wherever required) either at the RegionalHeadquarters or other major cities in theregions.

28 29


The jurisdiction of the various Regional Offices is as under:-

S.NO. REGION JURISDICTION

1. Northern Regional Officeat New Delhi

NCT of Delhi, Rajasthan and

Uttarakhand

2. Central Regional Office

at Allahabad

Uttar Pradesh, Bihar

3. Western Regional Office

at Mumbai

Gujarat, M aharashtra, Goa and Union

Territories of Dadar & Nagar Haveli and

Daman & Diu

4. Eastern Regional Office

at Kolkata

West Bengal, Odisha, Sikkim, Jharkhand

and Union Territory of Andaman &

Nicobar Islands

5. North-Eastern Regional Office

at Guwahati

Arunachal Pradesh, Assam, Manipur,

Meghalaya, Mizoram, Nagaland & Tripura

6. Southern Regional Office

at Chennai

Andhra Pradesh, Tamil Nadu and Union

Territory of Puduchery

7. Kerala-Karnataka Regional

Office at Bangalore

Karnataka-Kerala and Union Territory of

Lakshadweep

8. Madhya Pradesh Sub -Regional

Office at Raipur

Madhya Pradesh and Chhattisgarh

9. North-Western Sub -Regional

Office at Chandigarh

Jammu & Kashmir, Himachal Pradesh.

Haryana, Punjab and UT of Chandigarh

During 2011-12 the Staff SelectionCommission has conducted the followingAll India Level Open Competitions and

Departmental Examinations (upto 24thNovember, 2011)

30 31

Sl.No Name of Examination Date of

Exam

No. of Reg.

Candidates

No. of

candidates

present

1. Junior Engineer (C&M) in CWC &

Junior Engineer (E) in

Department of Posts

01 May

2011

46246 15958

2. Constables (GD) in Assam Rifles

Examination, 2011

15 May

2011

17014 15105

3. Constables (GD) in ITBP

Examination, 2011

15 May

2011

36356 33726

4. Constables GD in BSF, CISF, etc.

Examination, 2011

05 June

2011

275889 263346

5. Combined Graduate Level, 2011

(Tier –I), Examination, 2011

19/26

June 2011

932358 609572

6. ASI (Steno) in CISF Examination,

2011

31 July

2011

107639 73572

7. SIs in CPOs, etc, Examination,

2011

28 August

2011

232430 169747

8. Combined Graduate Level, 2011

(Tier II), Examination, 2011

03/04September2011

83494 74397

9. Stenographer Gr.C & Gr.D

Examination, 2011

16 October

2011

210,863 127858

Total 1,942,289 1383281

Personnel Policies

DEPARTMENTAL EXAMINATION

Under var ious open compet i t i veexaminations conducted during 2011-12

(upto 24.11.2011) SSC has declared resultsand recommended 67861 candidates forappointments.

30 31


The website of the Commission wasredesigned. The following new initiativeshave been taken in the SSC:-

(a) Placement of all results, includingintermediate stages, on the websiteon the day of finalization of the result.Currently all results are placed on thewebsite in PDF format.

(b) Placement of marks of candidateswho were not selected in intermediatestages.

(c) Placement of marks of candidateswho had appeared for the final stageof the examination – both selectedand not selected.

(d) Presently, marks of all candidates areplaced on the website immediatelyafter publication of results at eachstage of the examination in PDFformat.

(e) Placement of scanned data from OMRAnswer Sheets, in the case ofobjective type question papers, of allcandidates (since September,2011)

(upto 24th November, 2011)

Sl.No.

Name of Examination Date ofExam

No. of Regd.Candidates

No. of candidates

Present

1. Steno Grade ‘C’ LimitedDepartmentalCompetitiveExamination, 2011

16th July2011

518 460

2. U.D.Grade LimitedDepartmentalCompetitiveExamination, 2011

20th

November2011

153 100

(f) Placement of detailed Notice forExaminations, schedules and othermatters of importance and concernfor the job applicants.

(g) Placement of answer keys of questionpapers used by the Commission onthe website along with scanned datafrom OMR answer sheets in order toafford an opportunity to thecandidates to verify for themselves –w i t h r e f e r e n c e t o s c a n n e dinformation – whether the evaluationhas been accurate.

(h) P l a c e m e n t o f a n s w e r k e y simmediately after the examination.The utilization of the website as theprincipal tool of interface requirescontinuous updation of the websiteand the NIC cell in the Commissionhas given excellent support in thisdirection. Static pages are updatedperiodically whereas dynamicinformation is provided on thewebsite on almost daily basis.

32 33

The nine Regional Offices of the

Commission have their own website for the

benefit of the public. The information

regarding list of candidates whose

applications are rejected at the initial stage

itself and the reasons for rejection; facility of

downloading of admission certificates (hall

tickets), call letters for interviews and skill

tests etc at least one week before the day of

examination/interview/skill test; details of

nomination of selected candidates, along

with contact details of concerned client

departments are some of the facilities in the

website of the regional offices.

. The Commission has made effective

use of press conferences – normally at the

time of Question Bank Projects which are

academic exercises – which are very well

attended by the electronic and print media

with active support of the local PIB Officers.

Online registration was introduced in

February, 2010 for the first time and over 22

lakh applicants have registered online. 40 %

of applicants now register online while 60%

still prefer to sent offline applications.

Payment of fee through www.onlinesbi.com

and challans in any SBI branch has been

arranged in the case of online applications.

SMS and emails are being tried at present in

the case of online applications.

Eight (out of nine) regional offices

have obtained ISO 9001:2008 certification

for their Quality Management System, with

focus on continual improvement in

processes, time-bound and objective

oriented performance and customer

satisfaction.

PROGRESSIVE USE OF HINDI IN

COMMISSION’S WORK

In order to encourage the progressiveuse of Hindi in the official work and to createinterest among the Officers/Officials for itsusage, a new Hindi software "Aksar Naveen"is being used by the Commission regularly.In addition, Hindi Fortnight was organizedfrom 14 September, 2011 to 28thSeptember, 2011. During the fortnight,various competitions like essay writing,typing test, noting and drafting, poemrecitation, debate competition andRajbhasa Prashnotary were organised.Cash awards and certificates were alsodistributed to the winners by Chairman,SSC in the concluding session. A one dayHindi Workshop on ”Official language policy/relevance of official language Hindi inofficial work" was also organised on 26thSeptember, 2011. Thirty participants weretrained in this workshop.

3.1.3 PUBLIC ENTERPRISES SELECTION

BOARD (PESB)

The PESB has been constituted tofunction as a professional body with themain function for selection and placementof personnel in the posts of Chairman,Managing Director or Chairman cum-Managing Director and functional Directorsof Central Public Sector Undertakings.Apart from holding regular selectionmeetings for the above purpose, it has otherfunctions like advising on confirmation ofextension tenure, after joint appraisalsdesired structure at Board level for eachPSE or group of PSEs, formulation andenforcement of Code of conduct and Ethicsfor managerial personnel in the PSEs etc.

Personnel Policies

32 33

The PESB comprises the Chairmanand three Members. They are appointed fora tenure of three years or until attaining theage of 65 years whichever is earlier. They areel igible for consideration for re-appointment for second term subject to theage limit of 65 years. In specialcircumstances, the appointment to aparticular post or posts in a Public SectorEnterprise may be made other than throughthe PESB with the prior and specificapproval of the Appointments Committee ofthe Cabinet. PESB maintains a publiclyaccessible database of in-positionfunctional Directors of CPSES.

The PESB maintains the Boardstructure of Central Public SectorEnterprises (CPSE), updates the JobDescription of the post in consultation withAdministrative Ministry of the CPSE, invitesapplications, shortlisted applicants forselection interview and sends recommen-dations to the Administrative Ministry forprocessing for the approval of theCompetent Authority (AppointmentsCommittee of the Cabinet for schedule ‘A’ &‘B’ CPSEs and Minister-in-charge forschedule ‘C’ & ‘D’ CPSEs.

To make the selection by PESB moretransparent and time-bound, instructionshave been issued, the salient features ofwhich are given below:

(i) The advertisement for a vacancyshould be released by the PESB oneyear before the expiry of the tenure ofthe incumbent. As far as unforeseenvacancies are concerned, the PESBshall give three weeks for theapplications and in any case selectand recommend a candidate withinfour months of the date of vacancy.

(ii) The recommendation of the PESBshall be sent to the Ministryconcerned six months before theexpiry of tenure of the incumbent.

(iii) The details of all persons interviewedand recommended by the PESB foreach vacancy shall be placed on thewebsite of the PESB, the same day theinterviews were concluded.

(iv) A CMD/MD/Functional Directorwould be deemed to be confirmedunless the Ministry/Departmentsends a proposal to the PESB, to the contrary, within 30 days after theexpiry of one year. The PESB shallhold a joint appraisal on receipt of theproposal within one month. TheEstablishment Officer in Departmentof Personnel and Training shallmonitor all cases of confirmationevery month and send a report forinformation of the ACC.

(v) A l l proposa ls in which theincumbents meet the benchmark andthe Ministry/Department decides torecommend extension shall bereferred to the ACC for approval, notlater than two months before thescheduled expiry of the tenure of the incumbent. No reference would beneeded to PESB for a fresh jointappraisal. All proposals, wherein theincumbents meet the benchmark,but have some other issue such asvigilance etc. for which theMinistry/Department is not inclinedto recommend extension, shall bereferred to the ACC for considerationsix months before the scheduledexpiry of tenure of the incumbent. Allproposals wherein the incumbents do


34 35

not meet the benchmark shall bereferred to the PESB by theDepartment/Ministry concerned.This reference has to be six monthsbefore the scheduled expiry of tenureof the incumbent. The recomme-ndations of the PESB shall be referredto the ACC, for orders as at present.

(vi) While the overall responsibility forkeeping a track of the vacancies andfilling them would be with theSecretary concerned, the Ministry/Department shall assign specifictasks to the Joint Secretariesconcerned and also include this as apart of key deliverables of the officer.

3.2 RESERVATION IN THE CENTRAL

GOVERNMENT SERVICES

The Government has taken severalsteps for the upliftment and welfare of theScheduled Castes, the Scheduled Tribes,the Other Backward Classes and thePersons with Disabilities. One such step is to give them reservation in services underthe State. Ex-servicemen also getreservation in services.

RESERVATION FOR SCs, STs AND OBCs

Constitutional Provisions:

Clause (4) of Article 16 of theConstitution of India enables the State tomake provision for reservation ofappointments or posts in favour of anybackward class of citizens which, in theopinion of the State, is not adequatelyrepresented in the services under the State.Clause (4A) of the same Article enables theState to provide reservation for themembers of the Scheduled Castes and

Scheduled Tribes in the matter ofpromotion. Article 335 provides that theclaims of the members of the ScheduledCastes and the Scheduled Tribes shall betaken into consideration, consistently withthe maintenance of ef f ic iency ofadministration, in the making ofappointments to services and posts inconnection with the affairs of the Union or ofa State. Proviso to the said Article empowersthe State to make any provision in favour ofthe members of the Scheduled Castes andScheduled Tribes for relaxation inqualifying marks in any examination orlowering the standards of evaluation, forreservation in matters of promotion to anyclass or classes of services or posts inconnection with the affairs of the Union or ofa State.

“Reservation Policy”

Armed with powers given by theConstitution, the Government has issuedvarious instructions providing forreservation in services for the members ofthe Scheduled Castes (SCs), the ScheduledTribes (STs) and the Other BackwardClasses (OBCs). Such members of OtherBackward Classes who fall in creamy layer,however, do not get the benefit ofreservation.

Reservation to SCs, STs and OBCs, incase of direct recruitment, is available in allgroups of posts. When direct recruitment is made on all India basis by opencompetition, reservation for SCs, STs andOBCs is respectively 15%, 7.5% and 27%;and when direct recruitment is made on allIndia basis otherwise than by opencompetition it is 16.66%, 7.5% and 25.84%respectively. In case of direct recruitment toGroups C and D posts normally attracting

Personnel Policies

34 35

candidates from a locality or a region,percentage of reservation for SCs and STs isgenerally fixed in proportion to thepopulation of SCs and STs in the respectiveStates/UTs and reservation for OBCs insuch cases is fixed keeping in view theirproportion in the population of theState/UT and that it is not more than 27%,and total reservation for SCs, STs and OBCsdoes not exceed the limit of 50%.

The Government has decided to carveout a sub-quota of 4.5 per cent for minorities,as defined under section 2(c) of the NationalCommission for Minorities Act, 1992 fromwithin the 27% reservation for OBCs. As aresult of this decision the members of thecastes/ communities of the minorities whichare included in the Central List of OBCs,notified state-wise from time to time by theMinistry of Social Justice of Empowerment,shall get a reservation of 4.5 per cent witheffect from the 1st January, 2012.

Various relaxations and concessionsare given to SC and ST candidates so as toimprove their representation in services.For example they get relaxation in the upperage limit, unlimited number of chanceswithin the relaxed age limit prescribed forappearing in the competitive examinations,exemption from payment of examination feeand relaxation in standards of suitability.Likewise, the OBC candidates getconcessions like relaxations in the upperage limit upto three years, relaxation innumber of chances upto seven within therelaxed age limit for appearing in the CivilServices Examination etc. The SC/ST/OBCcandidates appointed on their own merit areadjusted against unreserved vacancies. Toensure that posts reserved for SCs, STs andOBCs are filled by candidates belonging tothese categories of persons only, there is aban on de-reservation of vacancies in case ofdirect recruitment.

Reservation in promotion by non-selection method is available to SCs and STsin all groups of services at the rate of 15%and 7.5% respectively. In case ofpromotion by selection method, SCs andSTs get the benefit of reservation upto thelowest rung of Group ‘A’ and quantum ofreservation for them in such case is thesame as in the case of promotion by non-selection. However, no reservation is givenin the matter of promotion to the grades ofposts or services in which the element ofdirect recruitment, if any, exceeds 75percent. There is no reservation for OBCsin the matter of promotion.

In promotion by selection to postswithin Group ‘A’ which carry an ultimatesalary of Rs.18,300/- or less (in pre-revisedpay scale), there is no reservation, but theScheduled Caste/Scheduled Tribe officerswho are senior enough in the zone ofconsideration for promotion so as to bewithin the number of vacancies for whichthe select list is to be drawn up, are includedin that list provided they are not consideredunfit for promotion.

Quantum of reservation for the SCs,STs and OBCs in any grade/cadre isdetermined on the basis of number of postsin the grade/cadre. However, in smallcadres having less than 14 posts, where it isnot possible to give reservation to all thethree categories on the basis of thisprinciple, reservation is provided byrotation by way of L-Shaped 14-Pointrosters prescribed by Department ofP e r s o n n e l a n d T r a i n i n g O f f i c eMemorandum dated 2.7.1997. Whiledetermining reservation, it is ensured thattotal number of reserved posts for SCs, STsand OBCs in any cadre does not exceed 50%


3736

of the total number of posts in the cadre. Atthe same time, total number of vacanciesearmarked reserved in a year in any cadreshould not be more than 50% of the totalvacancies of the year. However, the backlogreserved vacancies are treated as a separateand distinct group, on which limit of 50%does not apply.

Instructions exist that the Ministries/Departments etc. should endeavour tonominate to the maximum extent possible, aScheduled Caste/ Tribe officer on theSelection Boards, Departmental PromotionCommittees constituted for variousposts/services under them. Particularly,where a Selection Board or DepartmentalPromotion Committee has to make bulkselection for a large number of vacancies sayfor 30 or more at a time, no effort should bespared in finding a Scheduled Caste orScheduled Tribe officer for inclusion in theSelection Board/Departmental PromotionCommittee.

Wherever a Selection Committee/Board exists or has to be constituted formaking recruitment to 10 or more vacanciesin Group 'C' or Group 'D' posts/services, it ismandatory to have one member belongingto SC/ST/OBC and one member belonging to Minor i ty Community in suchCommittees/Boards. One of the membersof the Selection Committee/Board, whetherfrom the general category or from theminority community or from SC/ST/OBC,should be a lady failing which a ladymember should be co-opted on theCommittee/Board. It is also to be ensuredthat where the number of vacancies againstwhich selection is to be made is less than10, no effort should be spared in finding a

Scheduled Caste/Scheduled Tribe/OtherBackward Class Officer, a MinorityCommunity officer and a lady officer forinclusion in such Committees/Boards.

IMPACT

Provision of reservation has, over theperiod, helped in increasing therepresentation of SCs and STs in services ofthe Government of India. As per availableinformation they were only 13.17% and2.25% respectively in services as on 1stJanuary, 1965. As per availableinformation their representation has nowincreased to about 17.15% and 7.16%( inc lus i v e o f sa f a i -ka ramchar i s )respectively. Similarly the representation ofS C s a n d S T s i n G r o u p AService has increased to a great extentduring last forty six years. Whilerepresentation of SCs in Group ‘A’ servicesin 1965 was 1.64% only, it is about 11.6%now. Likewise, the representation of STs inGroup ‘A’ services has increased from0.27% in 1965 to about 4 .5%.Representation of OBCs in services, as perinformation received from variousMinistries/ Departments is still quite lowbecause reservation for them started only in1993. It is also important to note that theinformation about OBCs does not includesuch members of Other BackwardCommunities who were appointed prior tointroduction of reservation for them or whofall within the creamy layer. It is expectedthat as a result of introduction ofreservation, their representation in serviceswould increase in due course of time. 67Ministries/ Departments have suppliedinformation about representation of SCs,STs and OBCs as on 1st January, 2010.

Personnel Policies

3736


Remaining six Ministries/ Departmentscou ld supp ly in fo rmat ion aboutrepresentation as on 1st January, 2008.Representation of SCs, STs and OBCs in the

Government services by combining the two sets of information is given in the following table:

GROUP Number of persons

Total Numberof Employees SCs STs OBCs

Number % Number % Number %

A88896 10315 11.6 3998 4.5 7505

8.4

B173493 26495 15.3 9923 5.7 10648

6.1

C 2070666 330167 15.9 153844 7.4 306176 14.8

D (Excluding

SafaiKaramcharis)

665739 123780 18.6 47702 7.2 101114 15.2

SafaiKaramcharis

7132435729 50.1 4314 6.0 7822 11.0

Total

(Excluding

SafaiKaramcharis)

2998788

49072716.36

215467 7.19 425443 14.19

Total

(Including)

SafaiKaramcharis)

3070112 526456 17.15 219781 7.16 433265 14.11

Almost all the vacancies reserved forSCs, STs and OBCs in the All India Servicesand other Central services to whichrecruitment is made through the CivilServices Examination have been filled bythe candidates of respective categories in

the recent years. Number of vacanciesreserved in Indian Administrative Service,Indian Foreign Service and Indian PoliceService for Civil Services Examination, 2010and vacancies filled up are given in thefollowing statement:

38 39

Unresered Scheduled Castes Scheduled Tribes Other BackwardClasses

Service(s)

Vacanciesearmarkedunreserved

Vacanciesfilledasunreserved

Vacancies

earmarked

reserved

For SCs

Vacancies filledby SCsbyreservation

Vacanciesearmarkedreserved forSTs

Vacancies filledby STsbyreservation

Vacanciesearmarkedreservedfor OBCs

Vacancies filled byOBCs byreservation

I.A.S 76 76 23 23 11 11 41 41

I.F.S. 18 18 03 03 06 06 08 08

I.P.S. 77 76* 22 22 11 11 40 40

*One candidate’s medical status is indeterminate as on date

Appointment of Liaison Officers:

In each Ministry/Department, the

Deputy Secretary in-charge of adminis-

tration or any other officer at least of the

rank of Deputy Secretary is appointed to act

as Liaison Officer in respect of matters

relating to the representation of Scheduled

Castes and Scheduled Tribes in all

establishments and services under the

administrative control of the Ministry/

Department. He/she is, inter alia,

responsible for ensuring due compliance,

by the subordinate appointing authorities,

of the orders and instructions pertaining to

the reservation of vacancies in favour of

Scheduled Castes and Scheduled Tribes

and other benefits admissible to them. Each

Ministry/ Department is supposed to have a

Cell within the Ministry/Department under

the direct control of the Liaison Officer to

assist him/her to discharge his/her duties

effectively. In offices under the control of

Head of Department also, a Liaison Officer

is nominated for work relating to

representation of Scheduled Castes and

Scheduled Tribes.

Personnel Policies

Number of persons

Total Numberof Employees STs OBCs

Number % Number % Number %

A4.5

B5.7

6.1

C 7.4 14.8

D (Excluding

SafaiKaramcharis)

7.2 15.2

SafaiKaramcharis

6.0 11.0

Total

(Excluding

SafaiKaramcharis)

7.19 14.19

Total

(Including)

SafaiKaramcharis)

7.16 14.11

38 39

The duties of Liaison Officers for

offices under such Heads of Departments

are similar to those of Liaison Officer of the

Ministry/Department in respect of offices

under their charge.

Orders were issued on 6-3-1997 for

appointment of separate Liaison Officers in

each Ministry/Department for looking into

the matters concerning reservation for

Other Backward Classes.

Reservation in PSUs, Public Sector Banks

and NGOs:-

Instructions issued by Government of

India about reservation are mutatis

mutandis followed by the Public Sector

Undertakings, Financial Institutions

including the Public Sector Banks. The

autonomous bodies such as statutory and

semi-Government bodies also make

reservations on the same lines in their

services. Instructions exist to the effect that

a clause providing for reservation should be

included in terms and conditions while

giving grant to the voluntary agencies

employing more than 20 persons on regular

basis and meeting atleast 50 per cent of

their recurring expenditure from grants-in-

aid from Central Government.

Special Recruitment Drives:

In order to protect the interests ofSC/ST/OBC communities and to ensurethat the posts reserved for them are filled uponly by candidates belonging to thesecategories, it has been decided that wheresufficient number of candidates belongingto these categories are not available to fill upthe vacancies reserved in direct recruitmentfor them, the vacancies would not be filled.These unfilled vacancies become backlogreserved vacancies for the subsequentrecruitment year. This Department hasbeen launching Special Recruitment Drivesto fulfill the backlog vacancies reserved forSCs and STs from time to time. SpecialRecruitment Drives (SRDs) were launchedto fill up backlog vacancies of SCs and STsin 1989, 1990, 1991, 1993, 1995, 1996 and2004. More than 60,000 backlog vacancies were filled way the Drive launched in 2004.

The latest Special Recruitment Drivewas launched in November, 2008 to fill upthe backlog reserved vacancies of SCs, STsand OBCs. As per information receivedfrom 73 Ministries/ Departments therewere a total of 77383 backlog reservedvacancies as on 1st November, 2008 ofwhich 33550 had been filled up by the end ofJanuary, 2012 as per details givenbelow:-

Sl.No.

Category Number of backlogvacancies identified

Number of backlogvacancies filled

DR Promotion Total DR Promotion Total

1. SCs 11967 14110 26077 5611 7500 13111

2. STs 11703 16921 28624 4229 6667 10896

3. OBCs 22682 Notapplicable

22682 9543 Notapplicable

9543

Total 46352 31031 77383 19383 14167 33550


4140

While reviewing the progress of the

Drive in June, 2011, it was found that a

large number of backlog vacancies had yet

to be filled up. Therefore, the Drive was re-

l aunched up to 31 .03 .2012 .The

Government has been following up the

progress of the Drive. In this regard,

meetings were held with the Liaison Officers

of various Ministries/ Departments where

they were advised to follow up the Drive

scrupulously. They were also advised to

visit the Organizations under their

Ministries/ Departments and ensure filling

up of the backlog vacancies. The Minister of

State for Personnel, Public Grievances and

Pensions, besides writing letters to the

Ministers-in-Charge of all the Ministries/

Departments, held a meeting with the

Secretaries and other representatives of

Ministries/ Departments which account for

more than 75% of backlog vacancies to

impress upon the need of making concerted

efforts to fill up the vacancies.

RESERVATION FOR PERSONS WITH

DISABILITIES

Section 33 of the Persons with

Disabilities (Equal Opportunities,

Protection of Rights and Full Participation)

Act, 1995 (PWD Act) provides that every

appropriate Government shall appoint in

every establishment such percentage of

vacancies not less than three percent for

persons or class of persons with disability of

which one percent each shall be reserved for

persons suffering from (i) blindness or low

vision, (ii) hearing impairment and (iii)

locomotor disability or cerebral palsy; in the

posts identified for each disability. Section

32 of the Act requires the Government to

identify posts in establishments which can

be reserved for the persons with disability.

The PWD Act came into force only in

1996. However, it was much before in

November, 1977 that reservation for

persons with disabilities was introduced in

case of direct recruitment to Groups C and

D posts. It was extended to the cases of

promotion to Group C and D posts in 1989.

With the enactment of the Act, reservation

for persons with disabilities was made

applicable in identified Group A and B posts

also in case of direct recruitment.

With a view to streamlining the

procedure of reservation for persons with

disabilities, the Department of Personnel

and Training, Government of India issued

consolidated instructions on the subject in

December, 2005. As per these instructions,

reservation for persons with disability is

now available in all Groups of posts in case

of direct recruitment. In case of promotion

it is available when promotions are made

within Group D, from Group D to Group C

and within Group C identified posts. As

provided in the Act, the benefit of

reservation goes to persons suffering from

(i) blindness or low vision, (ii) hearing

impairment and (iii) locomotor disability or

cerebral palsy, each category being entitled

to 1% reservation.

Personnel Policies

4140

The cases of orthopaedically handica-

pped persons are covered under the cate-

gory locomotor disability or cerebral palsy.

Various concessions are given to

persons with disabilities. Upper age limit for

persons with disabilities is relaxable (a) by

ten year (15 years for SCs/STs and 13 years

for OBCs) in case of direct recruitment to

Group ‘C’ and Group ‘D’ posts; (b) by 5

years (10 years for SCs/STs and 8 years for

OBCs) in case of direct recruitment to

Group ‘A’ and Group ‘B’ posts where

recruitment is made otherwise than

through open competitive examination;

and (c) by 10 years (15 years for SCs/ STs

and 13 years for OBCs) in case of direct

recruitment to Group ‘A’ and Group ‘B’

pos ts through open compet i t i ve

examination. The relaxation in age limit is

given to them irrespective of the fact

whether the post is reserved or not, provided

the post is identified suitable for persons

with disabilities. Apart from age relaxation,

they also get exemption from payment of

application fee and examination fee and

relaxation in standards of suitability. 65

Ministries/Departments have supplied

information about representation of

Persons with Disabilities in the Central

Government Services as on 1st January,

2010. Representation of Persons with

Disabilities in the Central Government

Services as on 01.01.2010 is given in the

following table:

GROUPNumber of Persons with Disabilities

VH (VisuallyHandicapped)

HH (HearingHandicapped)

OH(Orthopaedically

Handicapped)Total

A 8 11 205 224

47 32 370 449

267 373 2046 2686

131 105 429 665

Total453 521 3050 4024

*Data does not include information in respect of 8 Ministries/ Departments

B

C

D


4342

If any vacancy reserved for any

category of disability cannot be filled by a

person with disability due to non-

availability of a suitable person with that

disability or for any other sufficient reason

such vacancy is not filled and is carried

forward as a ‘backlog reserved vacancy’ to

the subsequent recruitment year.In the

subsequent recruitment year, the ‘backlog

reserved vacancy’ is treated as reserved for

the category of disability for which it was

kept reserved in the initial year of

recruitment and filled as such. However, if

a suitable person with that disability is not

available in the subsequent recruitment

also, it may be filled by interchange among

the three categories of disabilities, failing

which by appointment of a person other

than a person with disability. Thus if a

vacancy is earmarked reserved for any

category of disability and a suitable person

with that disability is not available to fill it

up in the initial year of recruitment, it

becomes a ‘backlog reserved vacancy’ for

the first subsequent recruitment year.

A Special Recruitment Drive was

launched to fill up the backlog reserved

vacancies for persons with disabilities in

November, 2009. As per information

received from 70 Ministries/ Departments,

there were a total of 8259 backlog vacancies

of Persons with Disabilities in direct

recruitment as well as in promotion as on

15th November, 2009. Out of these 1742

vacancies were filled up by the end of

January,2012.

RESERVATION FOR EX-SERVICEMEN

Reservation for ex-servicemen was

initially introduced for a period of two years

in 1966. This was extended from time to

time and is now available in terms of the Ex-

servicemen (Re-employment in Central Civil

Services and Posts) Rules, 1979. As per

these Rules, ten percent of the vacancies in

the posts of the level of Assistant

Commandant in para-military forces, ten

percent of the vacancies in Group 'C'

services and posts, and 20% of the

vacancies in Group 'D' services and posts

are reserved for ex-servicemen subject to

certain conditions. Ex-servicemen are

entitled to get age relaxation for

appointment to any vacancy in Central civil

services/posts, whether reserved or not.

Ex-servicemen who have already secured

employment under the Central Govern-

ment are entitled to the benefit of age

relaxation as prescribed for securing

another employment in a higher grade or

cadre under the Central Government.

There are some provisions regarding

relaxation/exemption of educational

qualifications for the ex-servicemen. The

Director General (Resettlement), Ministry of

Defence monitors the implementation of

these orders in the Central Government

Agencies.

Reservation for ex-servicemen and

physically handicapped persons is termed

as "horizontal" reservation and reservation

for SCs, STs and OBCs is termed as

"vertical" reservation. Guidelines exist

explaining how the "horizontal" reservation

is to be adjusted against the "vertical"

reservation.

Personnel Policies

4342

Chapter – 4CADRE MANAGEMENT


4544

4.1 The Department of Personnel &Training is responsible for CadreManagement of All India Services (IAS, IPSand IFS) which includes framing andrevising Rules and Regulations regardingservice conditions of the employees, inconsultation with the Ministry of HomeAffairs and Ministry of Environment andForests. Matters relating to framing andamendment of Recruitment Rules,clarification related to Rules etc., areexamined and processed in this Division.Some of the important issues/initiativestaken during the year include:

Amendments in All India Services (AIS)Rules

(i) Amendment to Rule 16 of the AIS(Conduct) Rules, 1968 regardingupper ceiling limit for givingintimation in respect of transactionunder Rule 16 has been enhancedfrom Rs 15000/- to an amount equalto two months basic pay of themember of the service videamendment Not i f i ca t ion No.11017/5-A/2011-AIS-III dated05.05.2011.

(ii) Amendment to Rule 5 of the IAS(Probation) Rules, 1954 related to thetraining of probationers has beennotified on 10.05.2011.

(iii) Amendment to Rule 5 of the IPS(Probation) Rules, 1954 related to thetraining of probationers has beennotified on 10.05.2011.

(iv) Amendment to Rule 6 of the IFS(Probation) Rules, 1954 related to thetraining of probationers has beennotified on 10.05.2011.

(v) Amendment to Rule 18, 18(C), 18(D),20 A, 20(B) 20(C) of AIS (Leave) Rules,1 9 5 5 p u r s u a n t t o t h erecommendations of the 6th CentralPay Commission has been notified on19.09.2011.

(vi) Amendment to Rule 11(7) of IPS (Pay)Rules, 2007 related to creation of ex-cadre post in DGP scale in Statecadres of IPS has been notified on18.10.2011.

4.1.1 Placing Immovable PropertyReturns in the public domain

It was decided by the Governmentthat the annual return of immovableproperty as on January 1, 2011 of the AllIndia Services officers as well as allorganized Group ‘A’ Central Services shouldbe placed in the public domain to bringtransparency and accountability inadministration. Accordingly, IPRs of IASofficers have been placed on the website ofthe Department.

4.1.2 Updation and Publication of AISManuals

All India Services Manual Vol. II andIII has been got printed. Volume II containsthe rules and regulations applicable to theIndian Administrative Service, Volume III

Chapter – 4CADRE MANAGEMENT

Cadre Management

4544

?

?

?

?

?

contains the rules and regulationsapplicable to the Indian Police Service andthe Indian Forest Service separately.

4.1.3 Indian Administrative Service

Cadre Strength of IAS

The authorized cadre strength of the

IAS as on 01.01.2011 was 6077 and thenumber of officers in position was 4456. Thecorresponding figures are 6154 and 4377as on 01.01.2012 respectively. Theauthorized cadre strength and the numberof officers in position in different years since1951 are as given below:

Year (As on 1 st

January)Authorized cadre

strengthNumber of officers in position

1951

(At the time of initialconstitution of theservice)

1232 957

(Including 336 officers of theIndian Civil Service)

1961 1862 1722


1971 3203 2754


1981 4599 3883

1991 5334 4881

2001 5159 5118

2002 5159 5051

2003 5159 4871

2004 5159 4791

2005 5261 4788

2006 5337 4790

2007 5422 4731

2008 5460 4761

2009 5671 4572

2010 5689 4534

2011 6077 4456

2012 6154 4377


4746

Cadre Management

4.1.4 Stability of Tenure

The stability of the All India ServiceOfficers, especially in the States, has been asubject of concern for a long time now.Frequent and arbitrary transfers of officers before completing a reasonable tenure onany post has always been considered as amajor reason for the declining standards ofadministration. With a view to bringing in adegree of stability and transparency in thematter of appointment and transfer, therelevant All India Service Rules have beenamended. Accordingly, notifications wereissued in spells to this effect for 13 States/Joint Cadres namely Jammu & Kashmir,Karnataka, Himachal Pradesh, AndhraPradesh, AGMUT, Nagaland, Jharkhand,Sikkim, Orissa, Haryana, Chhattisgarh,Uttaranchal and Manipur-Tripura.

2. In order to evaluate and monitor theimplementation of the fixed tenures of thepostings of IAS officers of these 13 States, astudy was carried out by the ‘Centre ForGood Governance, Hyderabad’ as per thedirections of the PMO which would facilitatedecision in respect of remaining States. Thesummary of the report is as follows:

?Among the thirteen states (21 Stateswhen all the states and UTs ofAGMUT are included) that adoptedthe policy of assured minimumtenure, there is varying degree ofimplementation of the minimumtenure.

?In general the smaller states amongthe thirteen (21 with AGMUT states)have better average tenure. The onlyexception to this norm is AndhraPradesh, which despite being a bigger

state has 1.9 years of average tenure.

?Among the thirteen states, eightstates viz. AGMUT, Manipur-Tripura,Jammu & Kashmir, Sikkim,Uttarakhand, Andhra Pradesh,Nagaland and Orissa approximatelym e e t t h e m i n i m u m t e n u r erequirement.

?Karnataka, Chhattisgarh andHaryana score a minimum tenure of1.1 years tenure. Himachal Pradeshand Jharkhand at 0.9 years averagetenure are at the bottom of the list.

?Based on general grouping of theSenior Duty Posts into threecategories, the pattern presented in atable emerges with AGMUT, Manipur-Tripura and J & K topping the list.Jharkhand, Himachal Pradesh andHaryana are at the bottom whencomparative group analysis of theSenior Duty Posts is done.

3. The matter is under consultation withthe remaining 11 States namelyMaharashtra, Tamil Nadu, Rajasthan,Madhya Pradesh, Punjab, West Bengal,Kerala, Gujarat, Bihar, Uttar Pradesh andMeghalaya for extension of tenure rule.

4.1.5 Commercial Employment

As per Rule 26 of the All India Services(Death-Cum-Retirement Benefits) Rules,1958 a pensioner shall not accept anycommercial employment before the expiry ofone year from the date of his retirement,except with the previous sanction of theGovernment. DOPT is the cadre controllingauthority for IAS. During the year 2011,permission of the Central Government has

4746

been granted to 6 retired IAS officers foraccepting commercial employment (postretirement) under this rule.

4.1.6 Resignation of AIS Officers

The issue of resignation of AIS officersis governed by Rule 5 of AIS (DCRB) Rules,1958. Rule 5(1) of AIS (DCRB) Rules, 1958provides that no retirement benefits may begranted to a person who has been dismissedor removed from the service or who hasresigned from the service. There was noprovision in any of the rules of the All IndiaServices related to withdrawal ofresignation. A need was felt to consideramending the AIS rules in this regard.Accordingly, by notification dated28.7.2011 [GSR No. 585(E)], sub-rule (1A)after sub rule (1) in Rule 5 of AIS(DCRB)Rules, 1958 has been inserted. Guidelinesfor processing resignation tendered by AISofficers have also been issued on16/8/2011.

4.1.7 CIVIL SERVICE EXAMINATION

In 2010, the Union Public ServiceCommission conducted the Civil ServicesExamination for recruitment to thefollowing 24 services out of which 19 areGroup ‘A’ Services and the remaining 5 are Group ‘B’ Services:-

i) The Indian Administrative Service.

ii) The Indian Foreign Service.

iii) The Indian Police Service.

iv) The Indian P&T Accounts andFinance Services. Group ‘A’

v) The Indian Audit and AccountsService, Group ‘A’

vi) Indian Revenue Service (Customs &Central Excise) Gr. ‘A’

vii) The Indian Defence Accounts Service,Group ‘A’

viii) The Indian revenue Service, (I.T)Group ‘A’

ix) The Indian Ordnance FactoriesService, Group ‘A’ (Asstt. WorksManager-Non-technical).

x) The Indian Postal service, Group ‘A’

xi) The Indian Civil Accounts Service,Group ‘A’

xii) The Indian Railway Traffic Service,Group ‘A’

xiii) The Indian Railway Accounts Service,Group ‘A’

xiv) The Indian Railway PersonnelService, Group ‘A’

xv) Post of Assistant Security Officer,Group ‘A’ in Railway Protection Force.

xvi) The Indian Defence Estates Service,Group ‘A’

xvii) The Indian Information Service,Junior Grade Group ‘A’

xviii) The Indian Trade Service, Group “A’(Gr.III)

xix) The Indian Corporate Law Service,Group ‘A’.

xx) The Armed Forces Headquarters CivilService, Group ‘B’ (Section Officer’sGrade).

xxi) The Delhi, Andaman and Nicobar


4948

Islands, Lakshadweep, Daman & Diuand Dadra & Nagar Haveli CivilService, Group ‘B’.

xxii) The Delhi, Andaman and NicobarIslands, Laskhadweep, Daman & Diuand Dadra & Nagar Haveli PoliceService, Group ‘B’

xxiii) Pondicherry Civil Service, Group ‘B’

xxiv) Pondicherry Police Service, Group ‘B’.

On the basis of the results declared inthe year 2011 of the Civil ServicesExamination, 2010, the number ofcandidates allocated to the IAS, IFS andIPS, Central Services Group ‘A’ and CentralServices Group ‘B’ as on date are asunder :-

4.1.8 BROAD POLICY REGARDING INTER-CADRE DEPUTATION/ TRANSFER

Inter-Cadre deputation:- Inter-cadre deputation is permissible to All IndiaService officers on completion of their nineyears of service and before their attainingpromotion to super-time scale in his/herown home cadre. Such deputation isconsidered on the grounds of the personaldifficulties of the officers concerned and ispermissible for a maximum period of 5 yearsin the entire service career of the officersand the period at a time thereof normallydoes not exceed three years.

Service General OBC SC ST Total

IAS 76 41 23 11 151

IFS 18 8 3 6 35

IPS 76 40 22 11 149

Central CivilServices(Group’A’)

248 133 76 37 494

Central CivilServices(Group‘B’)

09 03 0 0 12

Total 427 225 124 65 841

Note: Allocation of service on the basis of supplementary list of CSE,

2010 has not been done so far.

Inter-cadre Transfer:- Inter-cadretransfer is normally permissible to an AllIndia Service Officer on the ground ofhis/her marriage to another officer of the AllIndia Service. The couple is normallytransferred to one of the two cadres onwhich they are borne except home State ofthe officer whose cadre is changed. In thecase of refusal by both the cadres the matteris formally taken up for a second time withboth the cadres. In case of continuedrefusal by both the cadres to accept theofficers concerned, possibilities areexplored for transfer of the officers to a thirdcadre where there is a deficit, subject to

Cadre Management

4948

concurrence of the State Governmentconcerned. Another ground for cadretransfer of All India Service officers is‘extreme hardship’ which includes (a) threatto the life of the officer or his immediatefamily and (b) severe health problems to theofficer or his immediate family due to theclimate or environment of the state to whichhe is allotted. In the case of a lady officer borne on any of the North Eastern cadresmarrying an officer borne on another cadrethe lady officer is mandatorily transferred toher spouse’s cadre if she so requestsprovided it is not her home cadre. All IndiaService officers belonging to North Easterncadre may be allowed transfer of cadre toany other cadre in the North East inrelaxation of the existing conditions, subjectto availability of deficit in the insider quota.

4.1.9 Determination of promotion quotavacancies

As per timelines finalized by the UPSCin consultation with this Departmentregarding holding of Selection Committeemeeting for promotion to IAS of variousStates/Cadres, this Department, inconsultation with State Governments haddetermined promotion quota vacancies ofIAS both under State Civil Services and non-SCS cadre falling in respect of all States onor before 31st March 2011. Thereafter thisDepartment had requested UPSC as well asState Governments to take furthernecessary action towards holding ofSelection Committee meetings. This hadbeen done with a view to provide sufficienttime to States/UPSC for advance planningand scheduling of meetings so that the sameare not bunched up in the fag end of theyear. Through concerted effort of thisDepartment, UPSC and State Governments,it has been possible to have up to datemeetings in respect of 13 States / Cadreupto select year 2010. Further in respect of

9 States / Cadres, meeting of the Selection Committee for only one year is pending.

4.1.10 Consultation with Stakeholders

The Department is dealing with alarge number of issues relating torecruitment to All India Services, cadremanagement of IAS, implementation ofDSPE Act, 1946, training to officers ofvarious Services/Cadres etc.

With a view to highlight the need forconcerted effort on the part of Governmentof India and State Governments in order to achieve the objective of good governance byeffective implementation of Governmentpolicies and programmes in the said fields,two meetings with the stakeholders viz.Principal Secretaries (GAD) of StateGovernments, MHA, M/o E&F, UPSC etc.were held during 2011, under theChairmanship of Secretary (P)/MOS (PP).

4.1.11 CADRE REVIEW OF GROUP ‘A’SERVICE

Periodical cadre reviews are anessential aspect of cadre management.Such reviews help the services adapt to thechanges arising out of the increaseddemand for quality service delivery frominformed citizens and the Government’srenewed focus on the quality service. Thereview also ensures a healthy balancebetween the functional requirements of anorganisation and legitimate careeraspirations of its officers. In terms of theextant guidelines, ideal periodicity of cadrereview is once every five years.

2. Cadre Review Division is responsiblefor review of 58 Central Group ‘A’ Services.The cadre review proposals are scrutinisedkeeping in view the broad factors likefunctional requirements, stagnation atvarious levels, financial implications,


5150

Cadre Management

Non -Technical

Services

Technical

services

Other

services

measures for saving, organisationalproficiency etc . The proposals are thenreferred to the Department of Expenditurefor financial concurrence and placed beforethe Cadre Review Committee for itsapproval. The Department also rendersadvice to the Cadre Controlling Authoritiesfor better cadre management. TheDepartment also acts as the Secretariat forCadre Review Committee constituted forreview of individual service/cadre.

3. There are 58 Central Group ‘A’Services, out of which 46 services were duefor review in the beginning of the year 2011.Out of these, the cadre review proposals of Indian Defence Service of Engineers (IDSE),Central Power Engineering Service, CentralLabour Service, Central EngineeringService (CPWD), Central Electrical &Mechanical Service (CPWD), CentralArchitecture Service (CPWD), IndianRevenue Service (Income Tax), IndianRevenue Service (Customs & CentralExcise), Indian Civil Accounts Service andIndian Ordnance Factory Service are atvarious stages of consideration. The

proposals of Indian Economic Service,Indian Inspection Service, Indian SupplyService, Geological Survey of India andDefence Aeronautical Quality AssuranceService have been approved during the year.

4. The Cadre Review Division alsocompiles and analyses statisticalinformation of all the Central Group ‘A’Services. The data as on July 1, 2010 hasalready been compiled. The data in respectof some of the services is of earlier orsubsequent period, as made available by thecadre controlling authority. A study of thedata shows that cadre controllingauthorities of Non-Technical category ofservices are prompt compared to othercategories. Out of ten services due for reviewin the current year, the proposals for threeservices are under active consideration andone proposal is at formulation stage. On theother hand, 18 of 20 Technical and 12 of 17other category of services are due for review.This delay has led to stagnation in someservices as the services of Non-Technicalcategory are better off compared to others.The following bar charts depict the timetaken for promotion to HAG and SAG levels:

5150


Group ‘A’

(Gazetted)

5. While examining the cadre reviewproposals, this aspect is being taken care ofand also the provisions contained in therevised guidelines on cadre review are alsobeing applied.

4.2 Central Secretariat Service (CSS)

4.2.1 The CS-I Division of the Departmentof Personnel & Training is the CadreControlling Authority for officers of theCentral Secretariat Service (CSS). CSSofficers man all junior supervisory posts, alarge number of middle level posts and someof the senior management posts in theCentral Secretariat and its cadre strength is

more than 11,000 officers. CS-I Division isresponsible for policy formulation of CSS,framing Rules and Regulations andmanaging the human resources comprisingthe CSS officers.

4.2.2 The CSS comprises of SeniorSelection Grade (Director), Selection Grade(Deputy Secretary), Grade I (UnderSecretary), Section Officer Grade andAssistant Grade. Some posts of JointSecretary (in situ) are also manned by CSSofficers. The grades of Under Secretary andabove of CSS are centrally administered by the CS Division and all matters related tocadre management are directly dealt with by

Technical

Services

Non-Technical

Services

52 53

this Division. The grades of Assistant andSection Officer are partially centralized andcadre management functions such asconduct of DPC for promotions, cadreclearance for deputations etc are carried outby respective Ministries/Departments (alsoknown as cadre units) and other functionsincluding issuing of zone of considerationfor promotions, calculation of vacancies,maintenance of reservation roster etc. aredone centrally by the CS.I Division.

4.2.3 All the Ministries/ Departments ofthe Government of India except Railways,External Affairs, and Space, arestakeholders of the services of the CSS. Forthe grades of US and above this Departmentdea ls wi th 74 cadre uni ts ( i . e .Ministries/Departments) and for SectionOfficers and Assistants with 41 cadre units.

4.2.4 The details of the grades comprisingCSS are as under:-

Grade Classification

Pay Scales(Rs.)

Grade(Pay Band)

SanctionedStrengthpostrestructuring of 2010

Senior Selection Grade(Director)

Group ‘A’

(Gazetted)

37400-67000(PB-IV)

8700

600*Selection Grade(Deputy Secretary)

Group ‘A’(Gazetted)

15600-39100(PB-III)

7600

Grade-I(Under Secretary)

Group ‘ A’(Gazetted)

15600-39100(PB-III)

6600 1476**

Section Officer’s Grade– (After 4 years service)

Group ‘B’(Gazetted)

15600-39100(PB-III)

5400

3040**Section Officer’s Grade– (Entry Grade for 4years)

9300-34800(PB-II)

4800

Assistant’s Grade Group ‘B’(Non-Gazetted)

9300-34800(PB-II)

4600 6454$

Total Strength 11570

*This number includes the posts of JS (in-situ). The combined strength of Joint Secretary(in situ), Director and Deputy Secretary has been fixed at 600 with inter se flexibility subjectto a ceiling of 40 Joint Secretary (in-situ) and 220 Directors. CSS officers empanelled asJoint Secretaries will be given in situ promotion as Joint Secretary in SAG grade at theircurrent places of posting till they are placed under the Central Staffing Scheme, with suchin-situ promotions restricted to 40 in number.

**Includes posts encadred in CSS

$Includes posts encadred in CSS and 1467 posts approved for upgradation by Cabinet on8.7.2010.

Cadre Management

52 53

4.2.5 Major developments during the

year

Promotions/appointments/ transfers

Joint Secretary (in-situ): After beingempanelled to hold posts of JointSecretary/equivalent level under theCentral Staffing Scheme, orders ofappointment of Joint Secretary (in- situ) inrespect of 18 CSS officers have been issued.As on 1.1.2012, 28 officers are working asJS (in-situ) across the Secretariat.

Director: During the year underreport, the Select List of Senior SelectionGrade (Director) of CSS for the year 2011was issued on 1st July, 2011 and orders ofpromotion of 45 officers to Senior SelectionGrade were issued on 1st July, 2011, thedate on which the officers became eligiblefor promotion.

Deputy Secretary: During the yearunder report, the Supplementary Select Listfor 2010 and the Select List for 2011 for theSelection Grade (Deputy Secretary) of CSScould not be issued after order dated9.5.2011 of the Hon’ble CAT, PrincipalBench, New Delhi in the case of Ms. GarimaSingh Vs. Union of India. A review DPC wasconducted in December 2011 for inclusionof three officers in the Selection Grade forSelect List 2010.

Under Secretary: Select Lists ofGrade-I of CSS up to the year 2008 havebeen issued. However, due to the abovementioned court case, no further Select Listin the grade of Under Secretary could beissued during the year. Action is underwayto bring out the Select List of 2009.

Pending issue of Select Lists, adhoc

promotion has been resorted to in the gradeof Under Secretary. Orders for ad hocpromotion have been issued twice and 284Section Officers have been promoted to the grade of Under Secretary.

Rotational transfers of 21 UnderSecretaries who had completed a tenure of10 years in a particular Ministry/Department were carried out.

Sect ion Off icer: The zone ofpromotion of Assistants to the grade ofSection Officer on ad-hoc basis wasextended from time to time to fill upvacancies in the SO Grade. The lastextension was to cover Assistants up toSCSL 2002 (General and SC Category).

On the basis of the results of theCombined L imi ted Depar tmenta lCompetitive Examination in the grade ofSection Officer for the years 2006, 2007 and2008, 328 candidates who qualified theExamination were allocated to differentMinistries/ Departments.

Assistants’ Grade

Offer of appointments to 470 DirectRecruit Assistants of Combined GraduateLevel Examination (CGLE) 2010 have beenissued. After completion of DirectRecruitment Assistant’s FoundationTraining Programme in ISTM, 172 DirectRecruit Assistants have been posted in thedifferent Cadre Units. One batch of 247Direct Recruit Assistants from the CGLE2010 is presently undergoing training inISTM. The training is expected to becompleted by 2nd March, 2012 and theywould be nominated to different cadre unitsas per the available vacancies.


5554

Cadre Management

Civil List of CSS

Civil List of Grade-I (Under Secretary)and above of the CSS for the year 2011 hasbeen finalized and published.

Annual Property Returns of CSS Officers

Constant efforts have been made toobtain the Immovable Property Return ofCSS Officers of Under Secretary and abovelevels and near 100 percent target has beenachieved in obtaining the IPR for the yearwhich was due on 31.1.2011.

Annual Performance Appraisal Report ofCSS officers:

Annual Performance AppraisalReport (APAR) of Under Secretary and abovelevel officers of CSS are centrallymaintained in CS.I Division. Apart fromfurnishing clarification on issues relating toAPAR, the Ministries/Departments areconstantly pursued to dispose offrepresentations against adverse entries inAPARs in a time bound manner. The APARdetails of CSS officers are also entered in theMS Access Software developed for thispurpose. This enables easy and quickretrieval of data. The pendency details ofAPARs of officers are also regularlyuploaded in the website of this Departmentwhich act as reminders to Ministries/Departments and to the officers concerned.Collection of APARs is now being monitoredonline through a software developed by NIC.The nodal officers of the Ministries/Departments were imparted training on theoperation of the new APAR monitoringsoftware.

Stakeholders Consultations

During the year under report, threemeetings were organised with stakeholders

(various Ministries/Departments) on issuesrelating to Cadre Management ofCSS/CSSS/CSCS. This has proved to be auseful and effective forum in facilitatingsmooth cadre management of the threeSecretariat Services.

Web based IT syst em for cadremanagement

CS-I Division has taken an initiativeto develop a web based IT system for cadremanagement of CSS, CSSS and CSCS in thecurrent year. Consultancy DevelopmentCentre (CDC), an autonomous organizationunder Department of Scientific andIndustrial Research has been appointed asConsultant for conducting a detailedsystem study, preparation of biddocuments/ RFP selection and helping thisDepartment in selection of an implementingagency. CDC conducted a system study ofCSS and functioning of CS Division andprepared a detailed project report. It hasalso drafted the bid documents. Bids wereinvited through newspaper advertisementand online publication of bid documents.The bids received are being evaluated andafter evaluation an implementing agencywill be selected and contract awardedshortly.

The web-based cadre managementsystem being developed for effective andefficient cadre management of the threeservices would replace the current manualfunctioning of CS Division and makeavailable comprehensive, accurate andreal-time data for decision making. Thesystem is expected to facilitate timely andbetter quality of decision making fortransactions to be carried out by CSDivision such as placements, training,promotions etc. and also provide a portal fordissemination of information to employees.

5554


Group ‘A’

(Gazetted)

The Monitoring Group under theChairmanship of Joint Secretary closelymonitors and reviews the TrainingProgrammes on a Quarterly basis and onthe basis of feedback received from variousquarters, necessary revisions in design andtraining needs are being carried out forenhancing the effectiveness of the trainingas envisaged in the CTP. Reduction in theeligibility requirement of minimum years ofregular service in each level of training has

been made vide on 13th January, 2012.

4.3 CENTRAL SECRETARIAT STENO-GRAPHERS’ SERVICE (CSSS)

The Central Secretariat Steno-graphers’ Service (CSSS) is one of the threeservices in the Central Secretariat. CS-IIDivision is the Cadre Controlling Authorityin respect of this service.

CSSS comprises of the followinggrades:-

Sl.

No.

TrainingProgramme

Eligible officers Duration Numberoftrainingcoursesheld

Officersnominatedduring theyear

1 AssistantDR

Direct RecruitAssistants onjoining

12 weeks 3 495

2 Level A UDCs 4 weeks 7 256

3 Level B Assistants 5 weeks 4 158

4 Level D Section Officers 8 weeks 8 264

5 Level E Under Secretaries 6 weeks 1 36

6 Backlogtraining

Adhoc Assistants 2 weeks 12 550

7 Backlogtraining

Adhoc SectionOfficers

2 weeks 11 570

Total CSS Officers trained during the year 2,329

4.2.6 Cadre Training Plan for CSS

A comprehensive Cadre Training Plan(CTP) is in place for CSS officers. ISTMwhich is the nodal agency for training ofCSS officers, has been entrusted with thejob of conducting training programmes forall levels of CSS officers includingfoundational training for Direct RecruitAssistants. The training programmes aremandatory in nature and linked with thenext promotion of the officers.

During the year 2011-12, ISTM has

so far conducted 23 training programmesunder the CSS-CTP covering 1209 officers,and two training programmes are underimplementation. Additionally, 23 trainingprogrammes to cover the backlog training ofUDCs/Assistants (ad hoc SOs) have beenconducted and three backlog trainingprogrammes are under implementation.Two special backlog training programmeswere also conducted by ISTM for ad hocAssistants and ad hoc Section Officerswherein 220 officers were nominated. Thetable below gives the level-wise details :

56 57

Grade Classification PayScales(Rs.)

Grade (PayBand) (Rs.)

SanctionedStrength

Principal StaffOfficer (PSO)

Group ‘A’

(Gazetted)

37400-67000(PB-IV)

8700 140*

Senior PrincipalPrivate Secretary

(Sr. PPS)


15600-39100(PB-III)

7600

Principal PrivateSecretary (PPS)


15600-39100(PB-III)

6600 773*

Private Secretary(PS) (after 4 years

service)

Group ‘B’(Gazetted)

15600-39100(PB-III)

5400 2041*

Private Secretary(PS) (entry grade for

4 years)

9300-34800(PB-II)

4800

Personal Assistant(PA)

Group ‘B’ (Non-Gazetted)

9300-34800(PB-II)

4600 2524*

StenographersGrade ‘D’

Group ‘C’ (Non-Gazetted)

5200-20200(PB-I)

2400 1282*

TOTAL 6760

vacancies to be filled up through seniorityquota on the basis of seniority-cum-fitness.In respect of vacancies to be filled upthrough direct recruitment as well asLimited Departmental Competitiveexaminations, the vacancies are reported,after collecting the same from participatingMinistries/Department, to the recruitingagencies namely, Union Public ServiceCommission (UPSC) & Staff SelectionCommission (SSC).

During the year under report, severalpanels were prepared and issued in allgrades of CSSS including backlog panels.

The grades of PSO, Sr. PPS and PPSare centrally administered by Departmentof Personnel & Training and all mattersrelating to cadre management to thesegrades are directly dealt with by CS-IIDivision.

The other three grades viz. PS, PA &Steno Grade D are decentralized into 41cadre units. This Department coordinatesthe process of filling up the vacancies inthese grades reported by the cadre units.Accordingly, as provided in CSSS Rules andextant instructions, the DoPT prescribesthe zone of promotion in respect of

* Consequent upon the cadre review of CSSS the sanctioned strength has been revised w.e.f. 20/01/2011.

Cadre Management

56 57

The grade wise details of these panels areas follows:

Principal Staff Officer

Select List for the year 2011 for PrincipalStaff Officers (PSO) Grade of CSSS has beenissued and all the eligible Sr. PPSs havebeen promoted as PSO.

Senior Principal Private Secretary(Sr.PPS)

Select list of Sr.PPS of CSSS for the year2010 has been issued. Proposal forpreparation of panel for the year 2011 isbeing sent to UPSC.

Principal Private Secretary (PPS)

Consequent upon Cadre Review of CSSS,627 eligible PSs have been promoted as PPSon ad-hoc basis. The proposal for regular

appointment of PPS of CSSS for the SL Year2010 is being forwarded to UPSC.

Private Secretary (PS)

Select List of PS grade of CSSS for the years2009 under seniority quota has beenissued. Zone of Promotion for PS grade forthe year 2010 will be issued after theissuance of PPS Select List-2010.

Personal Assistants (PA)

Consequent upon Cadre Review of CSSS,357 eligible Stenographers Grade ‘D’ havebeen promoted as PA on ad-hoc basis. Zoneof Promotion for PA grade for the year 2010will be issued after the issuance of PPSSelect List-2010.

Recruitment/Appointment in PS, PA andSteno Grade ‘D’ of CSSS (throughexamination)

SelectList

PrivateSecretary

PersonalAssistant

Steno Grade ‘D’

LDCEQuota

LDCE Quota(25%)

BimonthlyExam

DRExam

2006 52 882007 8 34 4 X2008 9 76 $ $2009 # 54 02 X2010 # $ Nil 394

CADRE TRAINING PLAN

While regular training courses havebeen held in the past for CSSS officers at thelevel of Sr.PPS and PPS and some courseswere offered by the Institute of SecretariatTraining & Management (ISTM) for training

*Direct recruitment to Steno Grade ‘C’ has been discontinued.

X Examination not conducted.

$ Result yet to be declared by SSC.

# Examination yet to be held.

of Stenographers and PAs, there was noregular Cadre Training Plan in place to takecare of the constant skill upgradation andcapacity building of the CSSS officers.

With a view to address this gap, the

Ministry had constituted a Committee to


5958

formulate a Cadre Training Plan for CSSS.

The recommendation of the Committee has

been accepted by the Department and

executive orders issued. The first Level-III

programme under new Cadre Training Plan

for CSSS commenced on 21/11/2011.

MAJOR FEATURES OF THE CADRE

TRAINING PLAN FOR OFFICERS/

OFFICIALS OF CSSS

(i) A F o u n d a t i o n c o u r s e f o r

Stenographers Grade ‘D’ (Induction

Training) has been designed for the

newly recruited Steno Grade ‘D’.

(Duration – Six weeks)

(ii) Level-I training programme has been

introduced for Steno Grade ‘D’ with

seven years of approved service in the

grade. (Duration – Three weeks)

(iii) Level-II training programme has been

introduced for PAs with three years of

approved service in the grade.

(Duration – Two weeks)

(iv) Level-III training programme has

been introduced for PSs with four

years of approved service in the


(v) Level-IV training programme has

been introduced for PPSs with four

years of approved service in the


(vi) A Refresher Training Programme for

Sr. PPSs/Principal Staff Officers

(PSO) has been introduced who could

not attend the Level-IV training

programme. (Duration – Two weeks)

ROTATIONAL TRANSFER POLICY FOR

CSSS PERSONNEL

Consolidated instructions on theRotational Transfer Policy (RTP) have beenissued on 15.7.2011 which provide that thetenure of a CSSS personnel in a particularCadre Unit/Ministry/Department shall be10 years. However, normally, an officer willbe posted outside the Cadre Unit/Ministry/Department only upon promotion. Anofficer, who is otherwise liable to betransferred outside the Cadre Unit/Ministry/Department as per the abovepolicy, may not be transferred under thefollowing circumstances:

a) If the officer has less than 2 years ofservice left to superannuate, he or shewill not be transferred provided thereis a vacancy available in that grade inthe concerned Ministry/Department.

b) If the officer is superannuating withina period of 6 months and there is novacancy available in that Cadre Unit,he/she shall be given personalupgradation in the same Cadre Unitby keeping a vacancy in abeyance forthe period in some other Cadre Unit.

c) If a CSSS officer is posted withSecretary to the Government of India,he/she may be allowed to continuethere provided a written request isreceived from the Secretaryconcerned in this regard. Suchextended stay would be allowed uptill3 months after the date ofsuperannuation of the Secretaryconcerned. No further extensionwould be allowed.

Cadre Management

5958


In order to ensure that opportunity ofworking with a Secretary to Government ofIndia is available to more officers, it has alsobeen decided that a CSSS officer can work inthe office of Secretary maximum for a periodof 10 years and this would be ensured by theconcerned Ministry/ Department/CadreUnits while posting an official in the office ofthe Secretary to the Government of India.However, this condition will not apply incase of Sr. PPS/PSOs as normally there isonly one such post available in anyMinistry/Department.

d) PMO, Cabinet Secretariat and offices

of Attorney General and Solicitor

General of India would be exempted

from the above policy.

4.4 C E N T R A L S E C R E T A R I A T

CLERICAL SERVICE (CSCS)

The Central Secretariat Clerical

Service (CSCS) is one of the three services in

the Central Secretariat. CS-II Division is the

Cadre Controlling Authority in respect of

the service.

CSCS comprises of the following grades:-

Grade Classification Pay Scales(Rs.)

Grade (PayBand) (Rs.)

Upper Division Clerk(UDC)

Group ‘C’ (Non -

Gazetted)

5200-20200(PB-I)

2400

Lower Division Clerk(LDC)

Group ‘C’ (Non-Gazetted)

5200-20200(PB-I)

1900

The Central Secretariat ClericalService (CSCS) is decentralized into 41cadre units. This Department coordinatesthe process of filling up the vacancies in thegrade of UDC as reported by the cadre units.Accordingly, as provided in CSCS Rules andextant instructions, the Departmentprescribes the zone of promotion in respectof vacancies to be filled up in UDC gradethrough seniority quota on the basis ofseniority-cum-fitness. In respect ofvacancies to be filled up through LimitedDepartmental Competitive Examination,the vacancies are reported, after collectingthe same from participating Ministries/Department, to the recruiting agencynamely, Staff Selection Commission (SSC).

In addition, this Department also prescribesthe range of seniority for promotion underSeniority Quota to the Assistant Grade ofCSS.

Finalization of range of seniority forSelect List Year 2008 for seniority quota isunder consideration. DoPT alsocoordinates the filling up of vacancies in theLDC grade of CSCS through LimitedDepartmental Examination for Group Cstaff (Grade Pay of Rs 1800).

The number of candidates recruited/appointed to UDC/LDC Grades of theCSCS through the Limited DepartmentalExamination upto 2010 is given below:

60 61

Select List UD Grade LD GradeYear (LDCE) (LDE)

2005 99 42

2006 114 $

2007 124 62

2008 137 65

2009 86* 64

2010 26

The direct recruitment in the Lower DivisionGrade of CSCS has been discontinued.

$ Not conducted due to non-availabilityof vacancies.

* Final result declared and 86 dossiershave been received.

INTRODUCTION OF NON-FUNCTIONAL

SELECTION GRADE (NFSG) IN THE

GRADES OF UDCs AND ST ENO-

GRAPHERS ‘D’.

A new grade of UDC (NFSG) in CSCS

cadre and Stenographers Grade ‘D’ (NFSG)

in CSSS cadre in the grade pay of Rs.4200/-

in PB-2 has been created with effect from

22.6.2011. UDCs of CSCS and Steno Grade

‘D’ of CSSS shall be eligible for placement in

the NFSG on completion of 5 years of

approved service as UDC/Steno Grade ‘D’

subject to the condition that the total

number in the grade will be restricted to

30% of the sanctioned strength (i.e. 1104 in

the grade of UDC and 385 in Stenographers

Grade ‘D’).

4.5 STATE RE-ORGANISATION

Introduction:

The State Reorganisation Actsenacted by the Parliament in the year 2000for Reorganisation of U.P., M.P. and Biharauthorizes solely the Central Government toallocate the employees of the ReorganizedStates between the successor State ofUP/Uttarakhand, MP/Chhattisgarh andBihar/Jharkhand.

The State Reorganisation (SR)Division in the Department of Personnel &Training is entrusted with the task ofallocation of the State Governments’employees (other than All India Services)between the successor states.

The Strength of employees/vacanciesexisting as on the ‘Appointed Day’ is thebasis of allocation of posts between thesuccessor States. The appointed days forUttar Pradesh, Madhya Pradesh and Biharare 09.11.2000, 01.11.2000 and15.11.2000 respectively.

Criteria for Allocation:

To maintain the balance of the

cadres, the State Government employees of

each and every cadre are allocated between

the successor States first by ‘option’

followed by ‘domicile’ (Home District) and

lastly by including the juniormost

personnel in the reverse order of their

seniority. However, special consideration

in allocation has been given to women

emp loyees , c l a ss IV emp loyees ,

handicapped persons, employees with

certain Medical conditions, SC/ST

Cadre Management

Group ‘C’ (Non -

Gazetted)

60 61


personnel where the employees are

allocated as per their options. If both

spouses are in Government employment,

they are allocated to one successor State as

per their option as far as possible. These are

exceptions to the regular guidelines and are

considered special cases.

As per provision of the Reorganisation

Acts, State Advisory Committees were

constituted by the Central Government to

assist it in finalizing allocation of the

employees between the successor States.

To facilitate allocation, certain guidelines

and procedures were laid down to be

followed by the State Advisory Committee.

The Central Government, taking into

account the recommendations of State

Advisory Committee which are based on the

Guidelines on Reorganisation, issues final

allocation orders of the employees between

the successor States.

A large number of Court Cases have

been filed by the employees of these States,

who were allocated a successor State

against their willingness. A majority of

such cases are pending in the High Courts

of these States.

Status of Allocation

Madhya Pradesh /Chhattisgarh

The process of allocation in Madhya

Pradesh / Chhattisgarh has already been

completed. Two meetings of State Advisory

Committee were held during the current

financial year. 46 court cases were disposed

of and 10 counter affidavits/Writ Appeals

filed in various High Courts in response to

writ petitions filed by State Government

employees. 367 court cases are pending in

various High Courts.

Bihar / Jharkhand

The process of allocation in Bihar /

Jharkhand has almost been completed.

Allocation in respect of Department of

Science & Technology is pending for

finalization.

Two meetings of State Advisory

Committee were held during the current

financial year. 25 court cases were disposed

of and 7 counter affidavits filed in various

High Courts in response to writ petitions

filed by State Government employees. At

present 199 court cases are pending in

various High Courts.

Uttar Pradesh / Uttarakhand

As substantial work allocations in

respect of Uttar Pradesh and Uttarakhand

have been completed, State Advisory

Committee has been discontinued w.e.f.

1.7.2010 and the residual and deferred

allocation matters are being considered by

the Advisory Committee headed by Joint

Secretary (AT&A), who is in charge of SR

Division in the Ministry. 2 meetings of this

Advisory Committee were held during the

current financial year.

Various work accomplished by the

Division during the year is as under:-

62 63

Cadre Management

An exercise was undertaken to review

the existing Guidelines on Reorganisation

for identifying the short comings and to

formulate new guidelines in consultation

with the State Governments of Madhya

Final Allocation orders issued for Uttarakhand 80

Representations of the employees considered 500

Speaking orders issued in pursuance of Court Orders 300

Spouse policy cases decided 50

Medical Hardship policy cases decided 150

Cases decided on the basis of revised SC/ST policy 35

Court Cases disposed off 95

Counter Affidavits filed 30

SLP filed in Supreme Court 01

Review Petitions filed in High Court 02

Pradesh/Chhattisgarh, Bihar/Jharkhand

and Uttar Pradesh/Uttarakhand, which

were reorganized in the year 2000. The task

was completed within the target period of

31st December, 2011, successfully.

62 63

Chapter – 5SENIOR APPOINTMENTS UNDER THE GOVERNMENT OF INDIA


6564

Senior Appointments under the Government of India

5.1 The Department of Personnel &Training is not only responsible for thepersonnel policies of the Government ofIndia but also looks after appointments at senior levels in the Government. For thispurpose, the Establishment Officer andAdditional Secretary in the Department isthe Secretary to the AppointmentsCommittee of the Cabinet (ACC). Allproposals for senior appointments underthe Government of India requiring approvalof the ACC, as per the Government of India(Transaction of Business Rules, 1961) areprocessed through the EstablishmentOfficer. These include Board levelappointments in Public Sector Underta-kings and appointments to posts at the levelof Joint Secretary. In addition, allappointments by promotion, which requireapproval of the ACC, are also processedthrough the Establishment Officer.

5.2 The Establishment Officer is the ex-officio Member Secretary of the CivilServices Board, which is chaired by theCabinet Secretary. This Board makesrecommendations for appointments inrespect of posts at the level of DeputySecretary, Director and Joint Secretaryunder the Central Staffing Scheme. Inaddi t ion, the Board also makesrecommendations to the ACC for inclusionof officers in the Joint Secretaries’suitability list.

5.3 The Establishment Officer is alsoMember Secretary of the Central

Establishment Board (CEB), which ischaired by the Secretary (Personnel). ThisBoard makes assessment of CentralSecretariat Service officers for appointmentto posts at the level of Deputy Secretary andDirector in the Ministries/Departments.

5.4 A Screening Committee chaired bythe Cabinet Secretary comprising Secretary(P) and Finance Secretary has beenconstituted for approval of cases of ForeignAssignments and assignments under Rule 6(2)(ii) of the AIS (Cadre) Rules 1954.Approval of the PM is taken on therecommendations of the Committee forJoint Secretary level officers and above.

THE CENTRAL STAFFING SCHEME

5.5 The Central Staffing Scheme providesa systematic arrangement for the selectionand appointment of officers to senioradministrative posts at the Centre,excluding posts which are specificallyencadred for the organised Group 'A'services or filled by recruitment through theUnion Public Service Commission.Appointments to posts of the rank of UnderSecretary (excluding the posts encadred forthe Central Secretariat Service) and abovein the Government of India are filled under the Central Staffing Scheme by borrowingofficers from the All India Services andparticipating Group 'A' Services, thecardinal principle being that all officers whoare so borrowed will serve the Governmentof India for a stipulated tenure on

Chapter – 5SENIOR APPOINTMENTS UNDER THE GOVERNMENT OF INDIA

6564


deputation and thereafter, return to theirparent cadre. Their growth, developmentand career prospects will be mainly in theirown Service.

5.6 The raison d'etre of such a scheme isthe Centre's need for fresh inputs at senior levels in policy formulation and programmeimplementation from diverse sources viz.the All-India Services and the participatingorganised Group 'A' Services. The services ofscientific and technical personnel andprofessionals in the fields of economics,statistics, law and medicine are, similarly,obtained from officers serving for specifiedperiods on deputation who return to their

respective cadres at the end of their tenure.This two-way movement is of mutual benefitto the service cadres and the Government ofIndia.

PLACEMENT AT MIDDLE & SENIOR

MANAGEMENT LEVELS

5.7 A total of 462 officers, 52 at Secretarylevel, 45 at Additional Secretary level, 114 atJoint Secretary level and 251 at Directorand below levels were appointed under theCentral Staffing Scheme during the periodfrom 01.01.2011 to 31.12.2011. Out ofthese, 222 belong to the IAS and 240 arefrom the organized Group ‘A’ Services.

NUMBER OF APPOINTMENTS MADE UNDER CENTRAL STAFFING

SCHEME DURING THE YEAR

CENTRAL DEPUTATION RESERVE

5.8 The office of the EstablishmentOfficer in the Department of Personnel &Training is maintains an electronicdatabase of the IAS officers, Group ‘A’officers working at the Centre and CentralSecretariat (CSS) officers of Joint Secretarylevel and above. These records aremaintained on the basis of orders/

letters/notifications issued by theDepartment of Personnel & Training,various Central Ministries/Departmentsand the State Governments. Themaintenance/updation of this database isvery important, as this department helps inproviding readily available digitizedinformation in respect of all officers and alsoprocess ing o f cases fo r f o re i gn

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appointments/ assignments and trainingetc. This database is being used byDepartment of Personnel & Training,Cabinet Secretariat, Prime Minister’s Officeetc. for culling out officers possessingdomain experience in a particular sector inorder to make appointments at theCentre.

5.9 The Central Deputation Reserve inrespect of Indian Administrative Servicestatement summarizes the statewisenumber of officers that are on CentralDeputation vis a vis the sanctioned strengthas well as the actual strength. It also givesout the level wise number of officerspresently on Central Deputation.

Central Deputation Reserve Figures as on 01.01.2012

Sl.No.

Cadre TotalAuthorizedStrength

CentralDeputationReserve

ActualStrength

Proportionate CDR

No. ofOfficers atCentre

PercentageofProportionate CDRutilization

1 AGMUT 337 73 209 45 42 93

2AndhraPradesh 347 75 279 60 30 50

3AssamMeghalaya 248 54 197 42 35 83

4 Bihar 326 70 188 40 34 85

5 Chhattisgarh 178 38 115 24 8 33

6 Gujarat 260 56 203 43 22 51

7 Haryana 205 44 171 36 23 63

8HimachalPradesh 129 28 97 21 23 109

9Jammu &Kashmir 137 30 87 19 17 89

10 Jharkhand 208 45 100 21 15 71

11 Karnataka 299 65 211 45 27 60

12 Kerala 214 46 153 32 40 125

13MadhyaPradesh 369 80 292 63 38 60

14 Maharashtra 350 76 290 62 30 48

15ManipurTripura 207 45 135 29 38 131

16 Nagaland 91 20 50 10 7 70

17 Orissa 226 49 146 31 30 96

18 Punjab 221 48 158 34 18 52

19 Rajasthan 296 64 177 38 25 65

20 Sikkim 48 10 32 6 9 150

21 Tamil Nadu 355 77 279 60 39 65

22 Uttar Pradesh 592 128 363 78 79 101

23 Uttarakhand 120 26 81 17 13 76

24 West Bengal 314 68 212 45 35 77

Total 6077 1315 4225 901 677 79

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5.10 In addition to the appointmentsunder the Central Staffing Scheme, a totalnumber of 425 appointments at the level ofCMD/ MD/Governor/Deputy Governor,Executive Director/Officers EmployeeDirector/ Workmen Employee Director,Functional Director, Non Official Director,were made on the Boards of Public SectorUnder-takings and Banks/FinancialInstitutions during the period from

1.1.2011 to 31.12.2011. During the sameperiod, 181 appointments were made at thelevel of Chairman, Financial Commissioner,General Manager/equivalent, Member/Additional Member and promotion/empanelment was carried out forappointments to Higher AdministrativeGrade in Rs. 67,000-79,000/- and Rs.75,500-80,000/- to various Group ‘A’Services under the Ministry of Railways.

NUMBER OF APPOINTMENTS OF CHAIRMAN –CUM- MANAGING DIRECTOR/MANAGING DIRECTOR IN PSUs/BANKs

5.11. Besides, 272 officers were alsoapproved during the above period foradditional charge/extension of tenure/non-extension of tenure/services of CMDs/MDs, Functional Directors, GeneralManagers in PSUs/ Banks, FinancialInstitutions, Railway Claim Tribunal(Indian Railways).

5.12. During this period 101 Members/Chairmen/ Chief Executive Officers/Advisor were approved for appointment invarious Autonomous Bodies, Adminis-trative Tribunals/Labour Courts.

5.13. A total of 1226 officers wereapproved for appointment (includingpromotion, empanelment and deputation)

to posts of and above the level of JointSecretary, in various organized CentralServices which are not included in theCentral Staffing Scheme and postings invarious Indian Embassies/Missionsabroad, of these 66 are women.

5.14 The estimated projection forappointments for the period from01.12.2011 to 31.03.2012 is 30 Members/Chairmen in Administrative Tribunals andLabour Courts etc. Approximately 350cases for appointments/ empanelment/deputation/extension of tenure andadditional charge (under non-CentralStaffing Scheme) are likely to be approvedduring this period.

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5.15 The number of officers on Central Deputation as on 31.12.2011

Designation Number of Officers

Secretary level and equivalent 113

Additional Secretary level and equivalent 119

Joint Secretary level and equivalent 449

Director level and equivalent 588

Deputy Secretary level and equivalent 155

TRAINING

Foreign Training

5.16 The Department of Personnel &Training has been nominating officersbelonging to the IAS, the other two All IndiaServices viz IPS and IFS, Group ‘A’ CentralServices, State Civil Services and theCentral Secretariat Service who are ondeputation to posts under the CentralStaffing Scheme, for various trainingprogrammes abroad.

5.17 During the year 2011-12, about 70Foreign Funded Foreign Training Courseshave been coordinated with various foreignagencies/ Governments e.g. UNDP,Commonwealth, Colombo Plan, JICA,Singapore, KDI Korea etc. About 60 officerswere nominated by the DOPT to attendthese courses. Besides these, 1 IAS officerwas also nominated to attend the NationalDefence College Course, New Delhi, trainingcourse for the year 2012.

NUMBER OF OFFICERS DEPUTED ON FOREIGN FUNDED FOREIGN TRAINING

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Chapter – 6TRAINING POLICY AND PROGRAMMES

GENDER ISSUES

5.18. To ensure that women officers getadequate representation in the higherechelons of management, attention is paidto their cases during empanelment ofofficers to JS rank to include womenofficers.

5.19. During the year 2011, a total of 81women officers was appointed atSecretary/AS/JS/Director/DS level underthe Central Staffing Scheme.

5.20. A total of 25 female officers were alsoapproved during the above period forappointments/holding additional currentcharge/Extension of tenure /services ofCMDs/MDs, Execut ive Directors ,Functional Directors, Non-official Directorsin PSUs/Banks, Financial Institutions,Railway Claim Tribunal (Indian Railways).

5.21. During the year 2011-12 (upto13.12.2011), 5 women Officers wereappointed as Member/Chairman/ViceChairman in various AdministrativeTribunals/Labour Courts.


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6.0 The Training Division of theDepartment of Personnel and Training isthe nodal agency for training of governmentfunctionaries and is primarily responsiblefor formulating policies with regard to thetraining. It also implements certaincomponents of training directly.

OBJECTIVES OF TRAINING DIVISION

• Administering Policy matters intraining

• Identification of functional areas oftraining

• Designing and implementing trainingprograms for officers involved in thepriority development sectors

• Development of trainers and trainingcapability

6.1 The ultimate goal of the TrainingDivision is to attain “Training for All” whichmeans that training would be imparted toall rungs of the Civil Services starting fromthe lowest and cutting-edge to the highest inpolicy making.

Major Activities

1) In-service Training of IAS Officers

2) Mid Career Training of IAS Officers

3) Domestic Funding of ForeignTraining

4) Post Graduate Programmes in PublicPolicy

5) Training Support

6) Intensive Training Programme

7) Augmentation of the Capacity oftraining institutions

8) Distance/E-learning Initiatives inTraining.

9) E-governance initiatives.

In-Service Training Programme for

Indian Administrative Service (IAS)

Officers for the Year 2011-2012

6.2 In-service training programmes forIAS officers consist of one-week trainingprogrammes on a range of subjects. A totalof twenty one, one-week trainingprogrammes have been conducted atdifferent Institutions during the year. Thefollowing subjects were covered in theseprogrammes:-

1. World Trade Organization (WTO) andNew Trade Regime

2. E t h i c a l i s s u e s i n t o d a y ’ sAdministration

3. Appreciation Course in CompetitionLaw

4. Fiscal Policy and MicroeconomicManagement

Chapter – 6TRAINING POLICY AND PROGRAMMES


7170

5. Community Mobil ization andParticipatory Management

6. Improving Governance throughAccountability

7. C l i m a t e C h a n g e a n d S t a t ePreparedness: Impacts, Vulnerabilityand Adaption

8. Ethics in Public Governance

9. Leadership Development Programme

10. Innovations in Public Services

11. U r b a n M a n a g e m e n t a n dDevelopment

12. Managing Land Acquisition andResettlement and RehabilitationIssues for a Vibrant EconomicEnvironment

13. Natural Resources Management

14. Advanced Course on WTO and relatedmatters

15. Social Policy and Governance

16. E-Governance and IT Management –e-Governance – Opposition &Challenges

17. Public Private Partnership

18. E-Governance In i t i a t i ves inGovernance

19. Public Policy and Management

20. Agriculture & Rural Development:Emerging Issues and Policy Response

6.3 In addition, two special two-weektraining programmes are also conducted i.e.Joint Civil Military Training Programme on

National Security at Lal Bahadur ShastriNational Academy of Administration(LBSNAA), Mussoorie and Joint TrainingProgramme for IAS/IPS/IFoS officers,which was conducted by Lal BahadurS h a s t r i N a t i o n a l A c a d e m y o fAdministration (LBSNAA), Mussoorie,Sardar Vallabh Bhai Patel National PoliceAcademy (SVPNPA), Hyderabad and IndiraGandhi National Forest Academy (IGNFA),Dehradun on various themes during theyear.

Capacity Building of State Civil ServiceOfficers of North Eastern Region

6.4 DoPT has sponsored two CapacityBuilding Programmes of 2-week durationeach for the State Civil Services Officers ofAssam, Meghalaya and Sikkim atYASHADA, Pune and MDI, Gurgaon for 30participants at each Institute duringNovember and December 2011 respectively.The objectives of the programme werecapacity building, personality developmentand sensitization to national anddevelopmental issues. The programmesalso covered inputs on Good Governance,Public Service Delivery, Project Appraisal &Management and Pub l i c Pr i va tePartnership. Additionally, approval hasbeen accorded for conducting an 8-weekFoundation Course Training Programme forMizoram Civil Service Officers at IIPA, NewDelhi during January-February 2012.

Mid-Career Interaction between ArmedForces and Civil Services Officers

6.5 Mid-Career interactions betweenArmed Forces and Civil Services officers arebeing organized at the State AdministrativeTraining Institutes and Defence Institutionsin various parts of the country with an


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objective to benefit both the Armed Forcesand Civil Services officers by way of mutuallearning from each other’s strength and alsoby imbibing the best points of each other’swork culture, ethos and customs. This, inthe long run, is expected to help them tocombat future challenges to nationalsecurity in a better manner.

6.6 During 2011, ten such interactiveprogrammes were conducted on themes likehuman trafficking, human rights, drugtraf f icking, environmental bordermanagement, understanding civil andmilitary functioning, left wing extremism,cyber security and crime, environmentalscan and food and energy security, disastermanagement with focus on climate changeand issues in coastal zone management.

Mid Career Training (MCT) Programme

for IAS Officers

6.7 The mandatory Mid-Career Training(MCT) programme for IAS officers wasstarted in January 2007 in three phaseswith the objective of improving the next levelcompetencies of the officers at certainidentified stages of their careers i.e. Phase-III at the field level (7-9 years), Phase-IV atthe policy formulation level (14-16 years)and Phase-V at inter-sectoral policyformulation and implementation level (26-28 years). Phases-III and IV are of 8-weekduration and Phase-V is of 5-week duration,with an exposure visit abroad in each ofthem. The IAS (Pay) Rules were amendedmaking successful completion of thevarious phases of the Programme a pre-requisite for obtaining Grade/Scale/increments at various stages in an officer’scareer. More than 1500 IAS officers ofvarious levels were successfully trained

since 2007. The Lal Bahadur ShastriNational Academy of Administration(LBSNAA), Mussoorie has been entrustedwith the responsibility of conducting thesetraining programmes with the support fromnational and international faculty andpartner institutions. A few officers from theSri Lankan Administrative Service (SLAS)also participate in various phases of theMCT Programme.

6.8 During 2011, 108 officers partici-pated in Phase-III (20.06.2011 to12.8.2011), 199 officers participated in thetwo rounds (5th round – 18.04.2011 to20.06.2011, 6th round – 22.08.2011 to14.10.2011) and 85 officers participated inPhase-V (9.10.2011 to 11.11.2011). Theofficers visited countries such asSingapore & Malaysia, South Korea andCanada and USA as part of the internationalvisit.

Long-Term Domestic Post Graduate

programmes in Public Policy and

Management

6.9 These programmes were envisaged toenhance the competence of Mid-Career CivilServants in Public Policy and Managementby –

(i) Broadening awareness of the latesttrends in policy approaches,

(ii) Developing technical, analytical andleadership skills for public policy,

(iii) Providing opportunity in speciali-zation and

(iv) Exposing them to alternative systemsof public management in othercountries.

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6.10 At present, IIM Bangalore, MDIGurgaon and TERI University, New Delhiare offering these programmes. In order toprovide international policy perspective tothe participants, each programme hasincorporated an international component of6-8 weeks in association with reputedinternational institutes as indicated below:

? IIMB with Maxwell School ofCitizenship and Public Affairs,Syracuse University, USA.

? TERI with LB Johnson School ofPublic Affairs, University of Texas,USA and Yale University, USA,Brandeis University, Waltham,Massachusetts

?MDI with SCIENCES PO, Paris

6.11 Since the year 2002, more than 400officers belonging to various AIS and Group‘A’ Services have undergone training inthese institutions. At present, seventeen(17) officers are undergoing training in IIMBand twenty (20) officers would be shortlyjoining MDI Gurgaon. The programme ofTERI has been postponed to July 2012 inorder to synchronize its academic year withthat of the other programmes in thecountry.

Domestic Funding of Foreign Training

(DFFT):

6.12 Department of Personnel & Traininghas been nominating officers for trainingprogrammes abroad. In the past, theseprogrammes were funded by bilateral ormultilateral assistance. However, over theyears this assistance has come down.Keeping in view the importance and benefitsof providing international exposure to the

officers, a scheme of Domestic Funding ofForeign Training (DFFT) was started in2001. This scheme covers both long-termand short-term training in variousuniversities/institutes abroad. Anothercomponent of this scheme is `PartialFunding of Foreign Study’ whereGovernment of India provides part financialassistance to officers who secure admissionon their own in reputed universities and in programmes relevant to their present orfuture job context.

6.13 During the year 2011-12 thefollowing numbers of officers have beendeputed for long-term & short-term trainingprogrammes and provided financialassistance under the partial fundingcomponent of the Scheme:

Long-term programmes 40 officers

Short-term programmes 198 officers

Partial Funding 5 officers

(Up to December2011)

6.14 T i l l the year 2010-11 , theapplications from interested officers for thetraining programmes under the DFFTScheme were received physically and thesame used to be processed and selectionsmade manually. However, an On-linesystem has been introduced this year(2011-12) under the DFFT scheme makingit mandatory to apply `online’ for any long-term or short term training programmes.Further, the respective cadre controllingauthorities of the applicant officers will alsoforward their nominations to DoPT in`online’ mode. The purpose of suchcomputerization of the DFFT Scheme was tobring in the elements of objectivity andtransparency in the crucial area of foreigntraining.


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National Conference on Human Resource

Management

6.15 A two-day “National Conference onHuman Resource Management: TowardsC o m p e t e n c y - b a s e d P e r f o r m a n c eManagement for the Civil Service” was

organized jointly by the Training Division,Department of Personnel & Training,Government of India and the United NationsDevelopment Programme at `The Park’Hotel, New Delhi on 28-29 November 2011under the aegis of `Pathways for anInclusive Indian Administration (PIIA)Project.

Number of participants under DFFT Schemes

Expenses incurred no DFFT Schemes

?

?

?

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6.16 The objective of the Conference was todiscuss and learn about the knowledge andpractice of competency-based approach toperformance management in Civil Service.The Conference was essentially meant togain understanding of the concept of ac o m p e t e n c y - b a s e d a p p r o a c h t operformance management for the CivilService, its advantages and disadvantagesbased on International and Indianexperiences; policy challenges encountered by Government and the private sector inapplying a competency-based approach toperformance management; methodologies,including implementation arrangements,which are proven to yield results; systemicchanges that would be required toimplement competency-based performancemanagement in the Indian Civil Service anddevelopment of recommendations for policymakers on the key themes that wouldemerge from the discussions in focus-groups.

6.17 The National Conference wasinaugurated by the Shri V.Narayanasamy,Hon’ble Minister of State for Personnel,Public Grievances & Pensions and PrimeMinister’s Office in the presence of Smt.Alka Sirohi, Secretary, Department ofPersonnel & Training, Smt. UpmaSrivastava, Joint Secretary (Training) andMr. Patrice Coeur-Bizot, UN ResidentRepresentative and UNDP ResidentCoordinator.

6.18 The Conference brought togetherabout 70 officials dealing with HRMfunctions in the Central Government, StateGovernments (General AdministrationDepartments and State AdministrativeTraining Institutes) and Cadre ControllingAuthorities (e.g. Audit & Accounts,

Railways, Forests, etc.). Over a period oftwo days, speakers/experts from India,Australia, Canada, Singapore, South Africa,UK and the Western Balkans shared theirrespective experiences with the participantson the subject.

Training Support

6.19 Thematic Training Programmes:

Under the scheme of “Training forAll”, support is provided to StateAdministrative Training Institutes (ATIs) byway of sponsoring training programmes inthe areas accorded priority by the CentralGovernment. The Training programmesconducted by the State ATIs are designed todevelop management skills and knowledgein different areas for senior and middle levelofficers of State Govt. /State Public SectorUndertakings and State autonomousbodies. These training courses are alsomeant to sensitize the officers to new andimportant issues facing our society. Thecourses are also being conducted at Districtand Sub District Centres of the State ATIs.These courses cover a large variety ofsubjects under broad thematic groups.

Participants of “Cyber Crime” courseconducted by State Institute of PublicAdministration and Rural Development,Agartala sponsored by Department ofPersonnel and Training , Government ofIndia

6.20 During the year 2011-12, about 1500such short-term courses have beensponsored at various State ATIs on subjectssuch as Ethics in Administration, DisasterManagement, Right to Information, GenderIssues, Decentralized Planning, FinancialManagement, E-Governance, Cyber


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Security, Solid Waste Management etc. Toensure quality, after the completion of eachcourse, a Course Director’s report is

furnished, which is analyzed andappropriate feedback is provided by theTraining Division to the institute.

Participants of “Cyber Crime” course conducted by State Institute ofPublic Administration and Rural Development, Agartala sponsored by Department of Personnel and Training , Government of India

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Trainer Development Programme

6.21 Recognizing the importance oftrainers in the training function, TrainingDivision started the Trainer DevelopmentProgramme in the early 1990s. Initially,faculty members of various traininginstitutions were developed as MasterTrainers and Recognized Trainers of various“Training of Trainers (ToT)” packages incollaboration with the Thames Valley

University of U.K. Over a period of time,indigenous mechanisms were evolved fordeveloping a cadre of professional trainersand resource persons in the country tocreate a cascading and multiplier effect. Theprogramme has gone a long way inembedding the Systematic Approach toTraining (SAT) into the process of designingand imparting effective training togovernment officials.

6.22 Currently, the following ToTprogrammes are sponsored underTrainer Development Programme atvarious training institutions across thecountry:

• Training Needs Analysis (TNA)

• Design of Training (DOT)

• Direct Trainer Skills (DTS)

• Evaluation of Training (EoT)

• Management of Training (MoT)

• Experiential Learning Tools (ELT)

• Mentoring Skills

• Facilitation Skills

• Introduction to SAT courses

6.23 During 2011-12, about 180 courseson various packages have been sponsored.The Department has also developed a poolof about 52 Master Trainers and 258Recognized Trainers, so far, in differentpackages, who are called upon to conductthese courses.

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INTENSIVE TRAINING PROGRAMME

6.24 Intensive training programme forfrontline Government functionaries of StateGovernments was initiated during the year2008-09. The focus of this programme is ondemand–driven training of frontlinepersonnel and is conducted in closecoordination with line Departments by theState Administrative Training Institutes(ATIs). The programme was given amomentum through issue of new ITPimplementat ion and managementguidelines to all the Chief Secretaries andthe State ATIs; holding three workshops inthe beginning of the financial year coveringall 29 States at Delhi, Hyderabad andAssam; followed by workshops and mid-

term-reviews of this programme inChandigarh, Shillong and Goa.

6.25 During the year 2011-12 fundsamounting to Rs 386.55 lakhs have beenreleased to 13 State ATIs (upto 31stDecember, 2011) for intensive training inmore than 50 districts under thisProgramme. Some of the sectors coveredunder the Programme include – schooleducation, public distribution system,public health, revenue, water andsanitation, integrated child developmentserv i ces and Po l i ce . A nat iona ldocumentation-cum-facilitation centre forthis programme is in the process of beingestablished under which an ITP knowledgeportal is to be developed.

Participants of the Direct Trainer Skill course (exclusively for women trainers conducted bywomen trainers of trainers) organized by Administrative Training Institute, Mysore

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Joint Secretary (Training) addressing Regional Workshop on ITP at MGSIPA, Chandigarh

AUGMENTATION OF THE CAPACITY OF

TRAINING INSTITUTIONS

6.26 Major capacity building efforts of theState Government officials are madethrough the State Training Institutes. TheAdministrative Training Institutions (ATIs)conduct induction training, in-service andneed-based training for the officers of theirStates including special needs of theCentral Government Projects. The successand failure of these trainings are largelydetermined by the infrastructure availableat the State ATIs. This necessitatesincreasing the functional capabilities of theATIs.

6.27 Under this component, support to theState ATIs is provided for augmentinginfrastructure in the form of hardware,

software and courseware, networking oftraining institutions and consolidating thetraining-ware. The Training Institutes arealso supported and encouraged fordeveloping case studies, e-learningpackages, training films, organisingworkshops, special programmes, seminarsetc.

6.28 During the year 2011-12 (up toDecember, 2011) an amount of Rs. 2.92crore have been provided to various ATIsunder the scheme.

OTHER TRAINING PROGRAMMES

Advanced Professional Programme in

Public Administration (APPPA)

6.29 The thirty-seventh AdvancedProfessional Programme in Public

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Administration (APPPA) is being conductedby the Indian Institute of PublicAdministration (IIPA), New Delhi from July,2011 to March, 2012. This nine monthpost-graduate programme is meant forsenior officers with 10 years of service inGroup-A. It aims at providing anunderstanding of the socio-economicenvironment and of the tools andtechniques that are useful in meeting thechallenges of development administration.It also seeks to develop in the participantinterpersonal skills and sensitiveness to thepeople’s needs with a view to makingadministration more responsive.

Service No. of participants

IAS 2

Indian Railway 7Services

IPS 1

I Trade S 1

IFoS 3

IRS (IT) 1

IOFS 5

IRS (IC &CE) 2

IPoS 1

CES 2

Indian Army 8

Indian Air

Force 2

IDAS 1

IP&T AFS 1

Indian Navy 1

Total 38

Service-wise break up of participants in37th Advanced Professional Programme inPublic Administration (APPPA)

Orientation course for Directors/Deputy

Secretaries

6.30 Two orientation programmes each ofone week duration were sponsored forDirectors/Deputy Secretaries who joinedthe Central Government under the CentralStaffing Scheme. These programmes,conducted at the Institute of SecretariatTraining and Management (ISTM), focus onoffice procedure, budgeting and financialmanagement.

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Chapter – 7TRAINING INSTITUTIONS


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7.0 The Lal Bahadur Shastri NationalAcademy of Administration (LBSNAA) is thepremier training institution attached to thisDepartment, which imparts foundationaltraining to all officers of Central Group “A”Services and professional training toofficers of Indian Administrative Service.Institute of Secretariat Training andManagement (ISTM) has been established inDelhi to provide training to officers of theCentral Secretariat. The Department alsosupports the Indian Institute of PublicAdministration (IIPA), an autonomousorganisation, set up with the objective ofpromoting and providing for the study ofPublic Administration, Economics andPolitical Science with reference to publicadministration and the machinery ofgovernment and for educational purposesincidental thereto.

LAL BAHADUR SHASTRI NATIONAL

ACADEMY OF ADMINISTRATION

Introduction

7.1 The Lal Bahadur Sashtri NationalAcademy of Administration (LBSNAA),Mussoorie is the premier traininginstitution for the higher civil services inIndia. The Academy imparts induction leveland in service training. A commonFoundation Course is held for entrants toAll India Services and all Group “A” servicesof the Union. The professional training toregular recruits of the Indian AdministrativeService (IAS) and members of the Royal

Bhutan Service is conducted after theFoundation Course. The Academy alsoconducts in-service and Mid Career trainingprogram (MCTP) for members of the IAS andInduction Training program for officerspromoted to the IAS from State CivilServices, as well as workshops andseminars on policy issues.

The vision statement of the Academy is "We

seek to promote good governance, by

providing quality training towards building a

professional and responsive civil service in a

caring, ethical and transparent framework."

Courses

7.2 The Foundation Course is essentiallyknowledge centred; the ProfessionalCourses are fundamentally skill orientedand the in-service courses are mainlydirected towards enhancement of policyformulation capabilities for assumingsenior positions in Government.

Chapter – 7TRAINING INSTITUTIONS

Officers participating in Foundation Course

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Foundation Course (15 Weeks)

7.3 This course is intended for membersof the All India Services, the IndianAdministrative Service, the Indian PoliceService, the Indian Forest Service and thevarious Central Services (Group-A) of theUnion. It is a fifteen-week course conductedfrom September to December every year.The course aims at imparting a basicunderstanding of the constitutional,political, socio-economic and legalframework of the country; and also fosteringgreater co-ordination among the membersof the different public services by buildingesprit-de-corps and cultivating an attitudeof co-operation and inter-dependence.Concurrent evaluation based on tests,quizzes, assignments and reports were alsointroduced.

7.4 The main activities organized duringthe Foundation Courses are:

(i) Village Visit Programme: for aperiod of one week in order tosensitize the Officer Trainees to thereality of rural India, through astructured study of a village.

(ii) Trekking: to inculcate the spirit ofadventure and to strengthen Esprit-de-corps in the Officer Trainees. Thetrek is also a significant learningexperience in group dynamics,interpersonal relations, courage,endurance and love and respect fornature.

(iii) Extra Curricular Activities areconducted in the afternoons in order to impart skills, other than purelyacademic, to the trainees inrecognition of the need for an officer

to have diverse interests and well-rounded personalities. This includescultural programmes, One Act PlayCompetitions etc.

7.5 During the year three parallelFoundation Courses were conducted at ATI,Hyderabad, ATI, Bhopal and NADT, Nagpur.

IAS Pro fessional Course , Phase–I

[26 weeks]

7.6 After completion of the Foundationcourse, the IAS Officer Trainees andtrainees of Royal Bhutan Civil Serviceundergo the Professional Course Phase-I for26 weeks. This course aims to develop andhone the professional skills in handling alarge range of responsibilities that an officershoulders within the first ten years ofservice. Emphasis is laid on understandingpublic systems and their management,together with a grounding in PublicAdministration, Law, Economics andComputer Applications. During the firstpart of Phase-I, the Officer Trainees are senton a 9 weeks Winter Study Tour [BharatDarshan] comprising of attachments withthe three Armed Forces, Public Sector,Private Sector Units, Municipal Bodies,Voluntary Agencies, especially thoseworking in difficult conditions, and civiladministration in insurgency affected areasetc.

District Training (52 Weeks)

7.7 During the District Training theofficer trainee learn about the various facetsof administration at the district level.During this period they are under the directcontrol of the District Collector and theState Government. They get an opportunityto get firsthand knowledge of the work of the


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Collector/ District Magistrate and variousother institutions in the State Government.Most of the State Governments give them anopportunity of holding independent chargeas Tehsildar / Mamlatdar, Sub DivisionalMagistrate, Block Development Officer,District Development Officer or ChiefExecutive Officer of Municipality.

IAS Pro fessional Course Phase-I I

(8 Weeks)

7.8 While theoretical concepts are soughtto be imparted in the Foundation andPhase-I courses, the ground level realitiesare studied during the District Training.Phase-II is a time to share the experiencegathered, as all the officer trainees return tothe Academy from different Districts inIndia. The course content of Phase-II isdesigned to consolidate the learning andassimilation of the District experiencesgained over one year in the field with thetheoretical constructs taught earlier.

Mid-Career Training Program For IAS

Officers

7.9 The MCT Programme was started in2007. Phase-III is conducted for IAS officerswith 7-9 years of service, Phase-IV for thosewith 14-16 years of service and Phase V forthe senior IAS officers with 26-28 years ofservice. During the year, 5th round of MCTPwas conducted. 108 officers participated inPhase-III, 199 officers participated in thetwo rounds of Phase-IV and 85 officersparticipated in phase-V.

Joint Civil -Military Training Programme

(2 weeks)

7.10 The Joint Civil-Military (JCM)Training Programme on National Security

is conducted by the Lal Bahadur ShastriNational Academy of Administration(LBSNAA) at Mussoorie. The participants ofthe training program are drawn from theCivil Services, the Armed Forces and thePara-Military Forces in a manner outlinedin the agreed curriculum document.Various issues including - NationalSecurity, Police, Challenges of the NorthEast, Intelligence, Military, ExternalSecurity, Economic Security, Left WingExtremism, Governance Issues,Technology & Security, Open SourceAnalysis, Our Strategic Culture, Insurgencyand Terrorism are discussed anddeliberated at length. This program isheld every year. During the year, 16th and17th JCM were conducted which wereattended by 37 and 29 participantsrespectively.

Joint Training Programmes on Gender

Issue /TQM/Law & Order/Disaster

Management for Officers from IAS, IPS

and IFS (1 week).

7.11 The Academy conducts 3 to 4 coursesof one-week duration each, every year onthemes of Gender Issue, TQM, Law & Orderand Disaster Management. These coursesare open to officers of various levels ofseniority.

Induction Courses for officers promoted

to the IAS or in the select list for

promotion (10 Weeks)

7.12 The Academy organizes InductionProgram for officers on the select listpromoted to the IAS from the state services.The aim of these courses is to update levelsof knowledge, skills and information and toprovide opportunities for exchange of ideas,

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views and experiences with people who havedeveloped expertise in different sectors ofnational development. Considerable focusis given to new managerial thoughts,techniques, and skills as well as to frontier areas of technology and its management.There is an emphasis on giving theInduction Course participants an all Indiaperspective. The courses are of duration ofeight weeks with about two weeks of BharatDarshan. The courses operate on amodular structure whereby relevant themesare chosen and dealt with in aconsolidated fashion, to ensure that allaspect relating to them are coveredcomprehensively.

Seminars and Workshops

7.13 A number of seminars andworkshops of 2-5 days duration are heldthroughout the year. Some regularworkshops are:

Golden Jubilee Retreat of IAS officers.

7.14 The Academy organizes a retreatevery year for Officers who joined the service50 years back. The first was held in 1997,the Golden Jubilee Year of the new nation,where the ICS and IAS Officers, who were inservice at the time of independence,participated. Since then, the retired officersare called every year for a period of threedays to share their rich experience with thefaculty and Officer Trainees. The seniors areextremely contemporary in their approachand provide valuable insights into thec h a n g i n g e n v i r o n m e n t o f t h eadministration. The recommendationsmade by them on various issuesconfronting the country are sent to DOPTand all ATIs.

Conference of Heads of ATIs and State

Training Coordinators

7.15 A conference of all state ATIs is heldevery year to discuss the issues related toCoordination of the 52 weeks districttraining of IAS officer trainees with the ATIs,delineating clear responsibilities of theCollectors imparting training andrecommending a mechanism to ensure thesustained interest of Collectors in thedistrict training and other areas ofnetworking between LBSNAA and the ATIs,including coordination of in-servicecourses. The Academy has collated thedistrict training plans of all states and onthat basis has suggested some points forincorporation in the state training plans.The conference also provides anopportunity to obtain feedback on districttraining from the Officer Trainees attendingPhase II.

Research Units

7.16 LBSNAA is in a unique position ofbeing able to provide support to theGovernment for policy formulation throughits research activities. It is with thisobjective that a number of research unitshave been set up.

National Institute of Administrative

Research

7.17 T h e N a t i o n a l I n s t i t u t e o fAdministrative Research (NIAR) is anautonomous society constituted under theaegis of Lal Bahadur Shastri NationalAcademy of Administration, Mussoorie. Itis located at the erstwhile Glenmire Estate,Cozy Nook, Charleville Road, about akilometer from the Main Campus of the


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Training Institutions4

Academy. Its mandate is to carry outresearch activities on major Nationalpolicies and programmes with a view todisseminating knowledge and providingactionable policy inputs to the concernedMinistries in the Government of India.Efforts are currently underway to optimiseN.I.A.R.’s research potential. Towards thatend, other Research Centres in theAcademy, such as the Centre for RuralStudies (CRS), National Centre for GenderTraining, Planning and Research (NCGTR),National Centre for Urban Management(NCUM), Centre for Disaster Management(CDM) and Centre for Cooperatives andRural Development (CCRD) have mergedwith NIAR so that it can act as a single-stopshop for carrying out all policy-relatedresearch and dissemination activities. Withthe aid of national/international agencies,N.I.A.R. has recently set up a NationalCentre for Water and Sanitation. It hassecured the approval of the UNDP for settingup a Centre for Climate Change.

Total Quality Management in Training

Institutions (TQM)

7.18 To bring the concept of Total QualityManagement in the Academy activities, theAcademy undertakes a number of activities.These involve a number of staff orientedactivities and upgrading facilities andutilities within the Academy. In addition,the Academy has brought in TQM conceptsas essential inputs in almost all coursesconducted in the Academy. TQM has in factbecome an integral part of the courses runin the Academy. Some of the significantTQM topics are being covered in the varioustraining courses like Foundation Courses,IAS Phase-I and In-service Courses.

7.19 These inputs have been extremelyuseful and of practical value to theparticipants and are being used to makechanges in the functioning of someoffices leading to better service and betterquality.

The Academy Spirit

7.20 LBSNAA seeks to impart in civilservants exemplary attitudes and valuesexpected in public services. The skills andknowledge required by a professional civilservant are relatively easier to impart, andthese have traditionally been the strength ofthe Academy.

7.21 To nurture the values of integrity,moral courage, empathy & respect for theunder-privileged, the officer trainees areencouraged to participate in diverse socialactivities. They are given responsibilitiesfor improving the Lalita Shastri BalwadiSchool, where LKG/UKG & Class-I areconducted at a concessional rate for thechildren of the employees and the public. Inthe school nearly 100 children are enrolled.The problem of solid waste management hasalso been addressed by them in closecoordination with NGOs working inMussoorie. The officer trainees also doshramdaan to maintain the environment.Emphasis on caring for the poor, listening tothe people, providing safety nets for thevulnerable, and being open and transparentruns like a thread in all the courses and allthe interactions. The Officer Trainees aredivided onto counsellor groups where theyare able to discuss their beliefs in a frankatmosphere. This forum serves as a greatmeans of eliciting their views and conveyingthe right messages to them.

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The Academy as an Alma Mater

7.22 All officer trainees in the All IndiaService and Central Services begin theircareers from the Lal Bahadur ShastriNational Academy of Administration atMussoorie. As a result, this institutionprovides a bonding among young officersfrom different civil services. The Academyfurthers the creation of oneness among theofficers who look back to this institutionwith nostalgia.

INSTITUTE OF SECRETARIAT TRAINING

AND MANAGEMENT

7.3.1 The Institute of Secretariat Trainingand Management (ISTM) is impartingtraining to the officers of the SecretariatServices amongst others Central/StateGovernment employees. Originally set upwith the objective of conductingfoundational and in-service trainingprogrammes for Assistants and SectionOfficers of the Central Secretariat. Therange of the activities of the Institute hasincreased exponentially over the last sixdecades. In addition to the in-housetraining programmes, the PeripateticTraining provided by the Institute to thestate governments and Union Territories,and training in Behavioural Skills,Management Techniques, FinancialManagement and Office Management are ofparticular significance and the courses areconducted for the officials up to the level ofAdditional Secretary and equivalent level.On specific request from CentralGovernment Departments, AutonomousBodies, Public Sector Organisations, theInstitute organizes special programmesaddressed to the specific customer needs indifferent areas.

7.3.2 From the year 2007-08, ISTM is alsoinvolved in implementation of the CSSCadre Training Plan which envisagesOrganisation of mid-career mandatorytraining programmes having linkages withcareer progression up to Director LevelOfficers. ISTM started the CSSS-CTPmandatory training programmes and alsodesigned and developed training module forCSSS-CTP w.e.f. November 2011.

7.3.3 During the year 2011-12 ISTM hasconducted a total of 244 trainingprogrammes covering a trainee populationof 6572. Major areas of training progra-mmes conducted at ISTM are as under:

(a) Foundational & Refresher Coursesconducted as per new CSS CadrePlan

(b) Personnel Administration and OfficeManagement

(c) Financial Management

(d) Good Governance, KnowledgeManagement and other trainingprogrammes under ManagementServices

(e) Behaviour Training & SecretarialSkills

(f) Training of Trainers

(g) Peripatetic Programmes

(h) Right to Information

(i) Computer courses

(j) International training programme on public administration and financemanagement

(k) Workshop on Preparing Cabinetnotes

(l) Orientation course for DeputySecretaries/Directors

(m) CSS Backlog Training Programme forSection Officers and Assistants

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Summary of courses conducted during 2011-12 is given below:

Sl. No. Course No. of No. of.Courses Participants

1. Calendared (other than CTP) 144 3331

2. CSS-Cadre Training Plan 52 1927

3. CSSS-Cadre Training Plan 06 196

4. Organisation Specific Programmes 40 1084

5. International Courses 02 34

Total 244 6572

7.3.4 New Training Initiatives

The Institute of Secretariat Training& Management (ISTM) is involved incapacity building in the area of Right toInformation. ISTM faculty members havedeveloped a very strong knowledge base inthe area of Right to Information.

7.3.5 During this year ISTM have beeninvolved in the following activities:

a) Conducted 04 one day Workshops onRTI for 4 Ministries/Departments;

b) Conducted 09 two days Workshopson Preparation of Cabinet Notes forDSs/Directors

c) Conducted 24 Half day Workshops onPreparation of Cabinet Notes forUnder Secretaries and SectionOfficers;

d) Development of Training Manage-ment System (TMS) is in progress;

e) Identification of Training NeedAnalysis (TNA) for Indian CorporateLaw Service(ICLS);

f) Conducted Foundational TrainingProgramme for 247 Assistant Direct

Recruits (12th December, 2012 –02nd March, 2012);

g) Conducted 22 half day Workshop onRTI for various Ministries/ Depart-ments (01st November 2011–05thDecember, 2011);

h) Conducted 26 Backlog TrainingCourses (BTC) for Section Officersand Assistants;

i) Conducted a new 3-day Specializedworkshop for USs/DSs and Directorsworking in Integrated FinanceDivision in Ministries (23–25August, 2011)

j) Implementation of Steno DirectRecruit programme started fromMarch, 2011

7.3.6 Faculty Development

One of the major strengths of ISTM isits faculty, consisting of officers drawn fromvarious central services on deputation. TheInstitute regularly sponsors its facultymembers to undergo various trainingcourses to gain specialization in the fieldsallotted to them and development of training


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(ii) Training Programme on RTI for Asia Region Sponsored by CommonwealthSecretariat, London (30th January, 2012 – 04th February, 2012)

techniques. During the year 06 facultymembers were developed in Quality inGovernance, e-Governance and TrainingTechniques.

7.4 Major events during the year

2011-12

(a) International Training Programme:

(i) Training Programme on Administ-ration & Finance for Doctors/Officials of Govt. of Myanmar underWHO Fellowship (26 - 30 September,2011).


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(b) Training Need Analysis carried out on 04th July for designing and conducting the “G”Level programme of CSS- CTP for Director Level Officers of CSS cadre.\

(c) Infrastructure Support Provided to

DoPT:

Support provided for Testing andtraining of software developed by NICfor on line recruitment rules.

(d) Modernisation of ISTM:

a) Renovation of 14 (fourteen)faculty rooms

b) Conversion of Big Hall into Classroom in Admn. Block

c) Renovation of 50 rooms in HostelBlock

d) Construction of one Class roomand three Syndicate Rooms in

the Mezzanine floors of theLibrary Building

e) Construction of one Big ClassRoom at the Basement of LibraryBuilding

f) Face lifting of front portion ofISTM Administrative Block

7.5 INDIAN INSTITUTE OF PUBLIC

ADMINISTRATION NEW DELHI

7.5.1 The Indian Institute of PublicAdministration is an autonomousorganization registered under the SocietiesRegistration Act XXI of 1860. The objectivesof the Institute are:

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Chapter – 8ADMINISTRATIVE VIGILANCE DIVISION

(i) To promote and provide for the studyof Public Administration andeconomic and political science withreference to public administrationand the machinery of governmentand for educational purposesincidental thereto.

(ii) To undertake, organize and facilitatestudy courses, conferences andlectures and research in mattersrelating to public administration.

(iii) To provide for the publication ofjournals and of research papers andbooks to impart training in andp r o m o t e s t u d y o f p u b l i cadministration.

(iv) To establish and maintain librariesand information services to facilitatethe study of public administrationand spreading information in regardthereto.

(v) To cooperate with approvedinstitutions and bodies for thepurposes of helping the cause ofpublic administration.

7.5.2 During the financial year 2011-12,the Institute will receive a Non-Plan grant-in-aid to the extent of Rs.157.50 lakhs and Plan grant of Rs 300 lakhs from theDepartment of Personnel and Training(DoPT).*

* BE 2011-12 figures


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INTRODUCTION

8.0 The Administrative Vigilance Division(AVD) of the Department of Personnel &Training is the nodal agency in the arena ofvigilance and anti-corruption. Its maintasks, inter-alia, are to oversee and providenecessary directions to the Government’scommitments of maintenance of disciplineand eradication of corruption from thepublic service. In order to step up efforts inthis regard, the three-pronged strategy ofprevention, surveillance and detection aswell as deterrent and punitive actioncontinued to be followed during the currentyear also. The implementation of the Anti-Corruption Action Plan of each of theMinistry/Department has been monitoredthrough quarterly reports. Emphasiscontinued to be laid on preventive vigilancethat might involve appropriate changes inthe existing rules/regulations/proceduresin selected areas. The AdministrativeVigilance Division also handles all policyand administrative matters pertaining tothe Central Vigilance Commission.

8.1 The AV Division is responsible forexamination of disciplinary cases in respectof IAS officers working under the CentralGovernment and Grade I and above level ofofficers of the Central Secretariat Service(CSS). The Division also processes casesreferred by the State Governments andMinistries/Departments under Govern-ment of India on the following issues:

• Proposals from States to imposemajor penalty of dismissal/removal/compulsory retirement onmembers of Indian AdministrativeService;

• Proposals from State seekingpermission under the AIS (DCRB)Rules to initiate action against retiredmembers of IAS;

• Proposals from State for imposingpenalty of cut in pension;

• Proposal to initiate disciplinaryproceedings/suspension of IASo f f i c e rs work ing under theGovernment of India;

• Appeal against suspension submittedby IAS officers serving in the State;

• Requests for sanction for prosecutionunder the Prevention of CorruptionAct, 1988 against the abovecategories of officers;

• Advice/clarification to the StateGovernments/Departments on theprocedural aspects of disciplinaryproceedings;

• Provides information regardingvigilance status of IAS & CSS (Gr. Iand above) officers at the time of theirempanelment/promotion/postingetc. To facilitate this function, aComputerized Vigilance Information

Chapter – 8ADMINISTRATIVE VIGILANCE DIVISION

Administrative Vigilance Division

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System is in operation with a centraldata base and the facility can beaccessed by the concernedrequisitioning Divisions of thisDepartment.

Disciplinary Proceedings & Sanction for

Prosecution

8.2 Final orders in disc ipl inaryproceedings were issued in 19 cases (IAS 8,CSS 11) during the period from 1.4.2011 to31.12.2011. In 2 cases, decision on therequest of the State Governments regardinggrant of permission to initiate disciplinaryproceedings against retired IAS officersunder the provisions of All India Services(Death cum Retirement Benefits) Rules wasconveyed to the State Governments.Request of CBI and State InvestigationAgencies for grant of sanction forprosecution under Prevention of CorruptionAct, 1988 were decided in 16 cases (IAS 15,CSS 1) during the same period and ordersissued. The information regarding grant ofsanction for prosecution in respect of IASofficers was also placed on the web site ofthe Department of Personnel & Training.Decisions on 34, 24 and 16 requests weretaken during the year 2009, 2010 and 2011respectively for sanctions for prosecution inrespect of off icers of the IndianAdministrative Service and Group ‘A’officers of the Central Secretariat Service( C S S ) a n d C e n t r a l S e c r e t a r i a tStenographers’ Service (CSSS).

8.3 Similarly, 7, 14 and 19 orders wereissued during the year 2009, 2010 and2011 respectively with respect todisciplinary proceedings against officers ofthe Indian Administrative Service andGroup ‘A’ Officers of the Central Secretariat

Service (CSS) and Central SecretariatStenographers’ Service (CSSS).

Disagreement cases in disciplinary

matters

8.4 In order to bring about greateruniformity in existing disciplinary cases onbehalf of the President, in cases where thePresident is the disciplinary authority andthere is a difference of opinion between the CVC and the concerned Department, theDepartments are required to consult theDoPT before taking a decision on not toaccept the CVC’s advice. Similarly,disciplinary cases where Central VigilanceCommission advises major penalty and theUPSC favours a minor penalty orrecommends exoneration, before theDisciplinary Authority takes a final view,the matter is to be referred to thisDepartment for resolving the disagreement.This Division has disposed of 9 such cases,till 31.12.2011.

UNI T ED NA T I ONS CONVENT I ON

AGAINST CORRUPTION (UNCAC)

8.5 The UNCAC prescribes a series ofmeasures for preventing corruption whichinclude formulating and implementingeffective anti-corruption policies andpractices; constituting preventive anticorruption bodies; adopting transparentsystem for recruitment, promotion etc. ofcivil servants; establishing criteria ofcandidature for election to public office andensuring transparency in the funding ofc a n d i d a t u r e f o r e l e c t e d p u b l i coffice/political parties; establishing Code ofConduct for public officials; establishingsystems based on transparency,competition and objective criteria in public


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procurement and management of publicfinances; public access to information;prevention opportunities of corruptionamong members of judiciary; enhancingtransparency and proper conduct ofbusiness in the private sector; activeparticipation of community basedorganizations in fighting against corruptionand instituting regulatory and supervisoryregime for financial institutions in order todeter and detect money laundering.

8.6 The Convention was signed in theyear 2005 (9th December, 2005) andInstrument of Ratification was depositedwith Secretary General of UN on 9th May,2011. The Convention has come into forcefrom 8th June, 2011. India has been slottedto undergo a review of implementation ofprovisions of UNCAC in respect ofprovisions under Chapter III and IV duringthe fourth year of first review cycle whichcommenced in the year 2010, under thereview mechanism.

Chief Vigilance Officer

8.7 The AVD has been responsible for theappointment of Chief Vigilance Officers(CVOs) in Central Publ ic SectorUndertakings etc. It also deals with thematters relating to extension of tenure of theCVOs, their pre-mature repatriation anddebarment of officers who fail to take uptheir assignments as CVO consequent upontheir selection. During the financial year2011-12, (Upto 31.12.2011) 35 panels weresent to various Ministries/Departments forfinalizing selection of appointment of CVOsin PSUs under the i r respec t i veadministrative control. Out of these, 30officers have been appointed as CVO invarious CPSUs etc. During the same

period, 8 CVOs have been granted extensionof tenure after completion of initial tenure, 3officers have been debarred from centraldeputation for not joining the post aftertheir selection and 2 cases of prematurerepatriation were finalized.

Central Vigilance Commission

8.8 The Central Vigilance Commission(CVC) was originally set up by a Resolutionof the Government dated 11.2.1964. Itadvises the Central Government on allvigilance matters. The Government hasaccorded statutory status to the CentralVigilance Commission by the CentralVigilance Commission Act, 2003 (No.45 of2003), notified in the Gazette of IndiaExtraordinary on 12.9.2003.

8.9 The jurisdiction of the Commissionextends to all the organizations to which theexecutive powers of the Union of Indiaextend. In terms of Section 8(2)(a) of theCentral Vigilance Commission Act, 2003,the Commission's jurisdiction extends tomembers of All India Services serving inconnection with the affairs of the Union andGroup 'A of the Central Government. Inexercise of the powers conferred by clause(b) of sub-section (2) of Section 8 of the Act,the Government has notified, videNotification No.418/2/2004-AVD-IV dated12th September, 2007, the level of officers ofthe corporations established by or underany Central Act, the Governmentcompanies, societies and other localauthorities owned or controlled by theCentral Government.

8.10 The Central Vigilance Commissionhas been emphasizing upon bringing abouttransparency in the functioning of the

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government organization by makingextensive use of technology available, whichprovides for minimum personal contacts of the publ ic with the governmentfunctionaries. This step minimizes thescope for indulging in irregular practices forundue financial and other gains. TheCommission with a view to tackle suchirregularities and to bring about systemicimprovement directed all organizationsunder its purview to make extensive use ofthe web-sites both as a tool forcommunication with the stakeholders andfor curbing corruption.

8.11 The Commission has issuedguidelines advising organizations to follow afair, transparent and open tenderingprocedure, to select the application serviceprovider for implementing their e-tenderingsolution. Further, while doing so theorganization must take due care to see thateffective security provisions are made in thesystem to prevent any misuse. Theguidelines issued by the Commission onsecurity consideration for e-procurementsystem include application of securities on(a) infrastructure level, (b) design, (c)application deployment and use and (d)dated storage and communication.Further, the Commission also emphasizedon need for a single platform to be used byall Departments across the state to reducethe threat to the security of the data, PublicKey Infrastructure (PKI) implementationand third party audit at least once a year.

8.12 Another initiative of the Commissionwith the aim to eradicate corruption inprocurement activity is introduction of“Integrity Pact” in large value contracts in allgovernment organizations. The adoption of

this pact is voluntary on the part of theorganization concerned. The Pactenvisages a pre-bid agreement between the buyers and the sellers to avoid all forms ofcorruption influenced by any person fromthe bidding stage to the last payment in thecontract. The Integrity Pact envisagesappointment of an Independent ExternalMonitor (IEM) of repute to oversee theimplementation of the pact and to examine any complaint relating to violation of thepact.

8.13 The Commission has also formulateda Standard Operation Procedure (SOP) foradoption of Integrity Pact (IP) in the majorGovernment Department/Organizationsand issued circular in this regard to allCVOs. The SOP provides detailedimplementation procedure of IP, role andfunctions of IEMs, procedure for internalassessment of IP etc.

8.14 The Annual Report of the CentralVigilance Commission for the year 2010 hasbeen laid on the Table of both the Houses inAugust 2011.

Measures to expedite disciplinary/

vigilance proceedings

8.15 The Government had appointed athree member Committee of Experts toexamine and suggest measures to expeditethe process involved in disciplinary/vigilance proceedings. In its Report, theCommittee has recommended, in July,2010, for -

(i) amendment in the DepartmentalInquiries Act 1972 to empowerinquiry officers to ensure attendance of witnesses and accused;


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(ii) creation of panel of Inquiry Officersboth serving and retired andenhancement of fees for timelycompletion of inquiries;

(iii) prescribing a time limit of two monthsfor completion of minor penaltydisciplinary inquiries and 12 monthsfor major penalty disciplinaryinquiries;

(iv) dispensing with second stageconsultation with CVC;

(v) dispensing with consultation withUPSC in minor penalty disciplinarycases except for AIS officers serving inconnection with affairs of States;

(vi) giving statutory status to VigilanceCommissioners in the States;

(vii) introduction of ‘Plea-bargaining’ inmajor penalty disciplinary inquiries;

(viii) major penalty of compulsoryretirement to include cut inpension/gratuity;

(ix) amendment of Article 311 of theConstitution to provide for dismissalfrom service on charges of corruptpractices after beginning of trial in acompetent court;

(x) amending Section 19 of Prevention ofCorruption Act and Section 197 of theCriminal Procedure Code to providefor prior sanction of Government incases of retired officers as well as forofficers on deputation to varioussocieties and Autonomous Bodies.

8.16 Some of the major recommendationsof the Expert Committee were also

considered by the Group of Ministers ontackling corruption. The recommendationsof the Group of Ministers on these issues arecontained in the First Report of the GoM.These recommendations have beenaccepted by the Government and action hasbeen initiated for their implementation. In few cases, instructions have already beenissued. The remaining recommendations ofthe Committee of Experts are beingexamined by a Committee of Secretaries.

Conference on Building Multidisci-

p l i nary F ram e wo rks t o Co m bat

Corruption

8.17 A Conference of ADB/OECD Anti-Corruption Initiative for Asia and Pacificwas hosted by Department of Personnel andTraining in Delhi on 28-29 September 2011.The Conference was inaugurated by HerExcellency, Smt. Pratibha Devisingh Patil,Honourable President of India. Shri V.Narayanasamy, Honourable Minister ofState in the Ministry Personnel, PublicGrievances and Pensions & Prime Minister’soffice and following senior Government ofIndia officers were present. The openingceremony was also attended by XiaoyuZhao, Vice President of the ADB, andRichard A. Boucher, Deputy Secretary-General of the OECD.

8.18 Corruption is a multifaceted problemthat requires a multidisciplinary solution.This Conference has shown how more thanever that governments, the private sectorand civil society, need to work together toaddress corruption in Asia-Pacific in aholistic and inclusive fashion. ThisConference has also shown howopportunities for collective anti-corruptionefforts in the Region are increasing, with

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recognition that corruption harms everyonein society, and everyone has a role to play totackle it effectively.

CONCLUSIONS ARRIVED AT:

8.19 The following conclusions from theConference represent the collectivecommitment of the 28 governments andeconomies in the ADB/OECD Anti-Corruption for Asia and Pacific (Initiative) toachieve its goals in this direction.

Since corruption does not stop atcountries’ borders, the Initiative isencouraging new and effective ways toconduct multi-jurisdictional corruptioninvestigations and prosecutions. Informalchannels, such as police-to-police contacts,

and foreign liaison offices are usedincreasingly, where possible to startinvestigations. Joint investigations by allthe jurisdictions involved in cross-bordercases help bring the full extent of corruptschemes to light and their perpetrators tojustice. Where formal channels to obtainlegal assistance are necessary, they mustnot be subject to undue delays. TheInitiative could be an avenue for providingfurther technical assistance to membersthat are trying to enhance their formal MLAcapaci t ies in mult i - jur isdict ionalinvestigations. The Initiative could alsoencourage international and regional policeagencies to focus more on helping membersshare information in multi-jurisdictionalcorruption cases.

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8.20 Non-criminal law enforcementagencies, such as tax agencies, could alsohelp provide leads in corruption cases. Inaddition, through new provisions in modeltax codes, such as the OECD Model TaxConvention, Initiative members couldenable tax agencies to share informationabout corruption received from foreign tax

authorities with their law enforcementauthorities. Members could also enterMemorandums of Understanding for theexchange of information in corruptioninvest igat ions between their lawenforcement authorities and the WorldBank and other multi-lateral banks thathave adopted this measure. The Initiative’smembers recognise that grass-roots civilsociety watch dog organisations can oftenbe a source of investigative leads in cross-

border corruption cases, particularly in thefield of natural resource exploitation.

8.21 Public Procurement in the Asia Pacificis prone to corruption. New technologies,such as e-procurement could simplifyprocurement procedures, and ensure thehighest level of transparency, without

compromising the fairness of the biddingprocess. Anti corruption and faircompetition agencies should work togetherclosely to address the links betweencorruption and bid-rigging. Comprehensiveprocurement laws that recognize the role ofcitizen participation in the wholeprocurement process would be animportant step to increase transparencyand accountability in procurementprocesses. The adoption of integrity pacts

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contribute to enhancing transparency andaccountability in public procurement. Thecapacity of procurement institutions needsto be strengthened, as well as co-operationand collaboration with internationalagencies.

8.22 The private sector in Asia Pacific hasto share more responsibility for tacklingcorruption in business transactionsthrough the adoption and implementationof appropriate corporate complianceframeworks. International standards onestablishing such frameworks issued by,for instance, the OECD, in the form of itsGood Practice Guidance, can serve as amodel in this respect and can be adopted bycompanies of all sizes, including SMEs. Achannel for blowing the whistle is animportant part of such a framework.Governments and business associationshave an important role to play inencouraging the adoption of corporatecompliance measures, particularlyamongst SMEs, which often face significantchallenges dealing with bribe solicitationsand affording preventive measures.

8.23 Efforts by civil society includingvigilant media often lead to importantanticorruption reforms in Asia-Pacific,including improved access to information,and legislation to prevent conflicts ofinterest in the public sector. To supportthese efforts, there is a need to ensure anenvironment in which civil societyorganisations can thrive, including effectiveaccess to information laws, safe and reliablechannels to report allegations of corruptionto the law enforcement authorities, such asan independent ombudsman.

Status Note on Lokpal Bill

8.24 In order to meet a long standingdemand to establish a mechanism fordealing complaints on corruption againstpublic functionaries, including corruptionat high places, the Government hadconstituted a Joint Drafting Committee on08.04.2011, consisting of five nomineeMinisters from Government of India and fivenominees of Shri Anna Hazare (includingShri Hazare himself), to prepare a draft ofthe Lokpal Bill. Based on the deliberationsof the Committee, and on the basis of inputsreceived from Chief Ministers of States andpolitical parties, Government prepared arevised Lokpal Bill, 2011 which wasintroduced in the Lok Sabha on 04.08.2011.The said Bill was referred to theDepartment Related ParliamentaryStanding Committee on Personnel, PublicGrievances, Law and Justice on 8thAugust, 2011 for examination and report.The Department Related ParliamentaryStanding Committee after extensivediscussion with all the Stakeholders has, inits 48th Report, made a number ofrecommendations suggesting majoramendments in the Bill both as regards thescope and content of the Bill, including thatnecessary provisions be made, in the Unionlegislation, for establishment of Lokayuktasin the States, so as to provide leverage to theStates where no such institution exists andto bring uniformity in the laws relating toState Lokayuktas which are already inexistence in a number of States. TheCommittee also recommended that Lokpaland Lokayuktas should be conferredConstitutional status.

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Chapter – 9CENTRAL BUREAU OF INVESTIGATION

8.25 U p o n c o n s i d e r a t i o n o f t h erecommendations of the DepartmentRe l a t ed Pa r l i amen ta ry S tand ingCommittee, the Government withdrew theLokpal Bill, 2011 pending in the Lok Sabhaand introduced a new comprehensiveLokpal and Lokayuktas Bill, 2011 in the LokSabha on 22.12.2011 to establish theinstitution of Lokpal at the Centre andLokayukta at the level of States. The Billprovides a uniform vigilance and anticorruption road map for the nation, both atCentre and States. The Bill alsoinstitutionalizes separation of investigationfrom prosecution and thereby removesconflict of interest as well as increases thescope of professionalism and specialization.Also, keeping in mind the recommendationsof the Standing Committee that the Lokpal

a n d L o k a y u k t a s m a y b e m a d eConstitutional bodies, the Government alsointroduced the Constitution 116thAmendment Bill, 2011 to provide for theConstitutional status to these bodies.

8.26 These Bills were taken up forconsideration by the Lok Sabha on27.12.2011. The Lokpal and LokayuktasBill, 2011 was passed with certainamendments whereas the Constitution116th Amendment Bill, 2011 could not bepassed with the requisite majority requiredfor Constitutional amendments. TheLokpal and Lokayuktas Bill, 2011 wastaken up for discussion and passing in the Rajya Sabha on 29.12.2011. The discussionremained inconclusive and the Lokpal andLokayuktas Bill, 2011 yet are to be passedby the Rajya Sabha.

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9.1 AN OVERVIEW

9.1.1 In the early stages of the World War-II, the Government of India realised that thevast increase in expenditure for war effortshad provided opportunities to unscrup-ulous and antisocial persons, both officials and non-officials, for indulging in briberyand corruption. In order to tackle theproblem, the Government set up SpecialPolice Establishment (SPE) under a DIG inthe then Department of War, through anexecutive order in 1941, with mandate toinvestigate cases of bribery and corruptionin transactions with which the War andSupply Department was concerned. At theend of 1942, the activities of the SPE wereextended to include cases of corruption inRailways also, which was vitally concernedwith the movement and supply of warmaterials.

9.1.2 In 1943, an Ordinance was issued bythe Government, constituting a SpecialPolice Force vested with powers forinvestigation of certain offences committedby servants of Central Government. As aneed for a Central Government Agency toinvestigate cases of bribery and corruptionwas felt even after the end of the war, theOrdinance which lapsed on September 30,1946, was replaced by Delhi Special PoliceEstablishment Ordinance of 1946.Subsequently, the same year, Delhi SpecialPolice Establishment Act, 1946 (DSPE Act)was brought into existence.

9.1.3 After promulgation of the Act,superintendence of SPE was transferred tothe Home Department and its functionswere enlarged to cover all departments ofthe Government of India. The jurisdiction ofSPE was extended to all the UnionTerritories and the Act provided for itsextension to the States with the consent ofthe State Government. The Headquartersof SPE was shifted to Delhi and theorganisation was put under the charge ofDirector, Intelligence Bureau. However, in1948, a post of Inspector-General of Police,SPE was created and the organisation wasplaced under his charge.

9.1.4 In 1953, an Enforcement Wing wasadded to the SPE to deal with offences underthe Import and Export Control Act. Withthe passage of time, more and more casesunder various laws other than Prevention ofCorruption Act and violations of Import andExport Control Act also came to beentrusted to the SPE. By 1963, SPE wasauthorised to investigate offences under 91different sections of Indian Penal Code and 16 other Central Acts, besides offencesunder the Prevention of Corruption Act,1947.

9.1.5 A growing need was felt for a CentralPolice Agency at the disposal of the CentralGovernment, which could investigate notonly cases of bribery and corruption, butalso violation of Central fiscal laws, majorfrauds relating to Government of India

Chapter – 9CENTRAL BUREAU OF INVESTIGATION

Central Bureau of Investigation

102 103

Departments, Publ ic Joint StockCompanies, Passport frauds, crimes on theHigh Seas, crimes on the Airlines andserious crimes committed by organisedgangs and professional criminals.Therefore, the Government of India set upCentral Bureau of Investigation by aResolution dated 1st April, 1963 with thefollowing Divisions:

(i) Investigation & Anti-CorruptionDivision (Delhi Special PoliceEstablishment).

(ii) Technical Division.

(iii) Crime Records and StatisticsDivision.

(iv) Research Division.

(v) Legal and General Division.

(vi) Administration Division.

9.1.6 The Investigation & Anti-CorruptionD i v i s i o n ( D e l h i S p e c i a l P o l i c eEstablishment) was entrusted with thefollowing mandate in the Resolutionalthough it continued to derive itsjurisdiction and powers from DSPE Act,1946:

• Cases in which public servants underthe cont ro l o f the Cent ra lGovernment are involved either bythemselves or along with StateGovernment servants and/or otherpersons.

• Cases in which the interests of theCentral Government or of any public sector project or undertaking, or anystatutory corporation or body set upand financed by the Government ofIndia are involved.

• Cases relating to breaches of CentralLaws with the enforcement of whichthe Government of India isparticularly concerned, e.g.:

(a) Breaches of Import and ExportControl Orders.

(b) Serious breaches of ForeignExchange Regulation Act.

(c) Passport frauds.

(d) Cases under the OfficialSecrets Act pertaining to thea f f a i r s o f th e Cen t r a lGovernment.

(e) Cases of certain specifiedcategories under the Defenceof India Act or Rules withwhich the Central Governmentis particularly concerned.

• Serious cases of cheating or fraudrelating to the Railways, or Posts &Telegraphs Department, particularlythose involv ing profess ionalcriminals operating in several States.

• Crime on the High Seas.

• Crime on the Airlines.

• Important and serious cases in UnionTerritories, particularly those byprofessional criminals.

• Serious cases of fraud, cheating andembezzlement relating to Public JointStock Companies.

• Other cases of a serious nature, whencommitted by organised gangs orprofessional criminals, or caseshaving ramifications in several


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States, including Union Territories,serious cases of spurious drugs,important cases of kidnapping ofchildren by professional interstategangs, etc. These cases will be takenup only at the request of or with thec o n c u r r e n c e o f t h e S t a t eGovernments /Union TerritoriesAdministrations concerned.

• Prosecution of cases investigated bythis Division.

9.1.7 CBI was further strengthened byaddition of an Economic Offences Wing by aGovernment of India Resolution datedFebruary 2, 1964. At this time, CBI had twoInvestigation Wings; one called the GeneralOffences Wing, which dealt with cases ofbribery and corruption involving employeesof Central Government / PSUs and theother Economic Offences Wing, which dealtwith cases of violation of fiscal laws.

9.1.8 In September 1964, a Food OffencesWing was formed to collect intelligenceregarding hoarding, black marketing,smuggling and profiteering in foodgrainsand take up such cases havinginterstate ramifications in view of thesituation prevailing at that time. It wasmerged in the Economic Offences Wing in1968.

9.1.9 Some of the work originally allotted tothe CBI was transferred to otherorganisations. Part of the work relating toCrime Records and Statistics Division wastransferred to National Crime RecordsBureau (NCRB) and that relating toResearch Division was transferred toBureau of Police Research & Development(BPR&D).

9.1.10 Requests were made byvarious quarters for CBI to take upinvestigation even in conventional crimesl ike assassinations, kidnappings,hi jackings, cr imes committed byextremists, violation of Official Secrets Act,large scale Banks and Insurance Frauds,etc. and others complicated cases likeBhagalpur Blinding, Bhopal Gas Tragedy,etc. Since early 1980's, ConstitutionalCourts also started referring cases to CBI forenquiry / investigation on the basis ofpetitions filed by the aggrieved persons incases of murders, dowry deaths, rape, etc.In view of these developments, it wasdecided in 1987 to have two InvestigationDivisions in CBI, namely, Anti-CorruptionDivision and Special Crimes Division, thelatter dealing with cases of conventionalcrimes as well as economic offences. BankFrauds and Securities Cell was created in1992 to investigate cases related to BankFrauds & Securities Scams.

9.1.11 Special Cells were created to takeup investigations in important &sensational cases of conventional nature,e.g. Special Investigation Team (SIT) wasconstituted in 1991 to investigate caserelating to the assassination of Shri RajivGandhi, Special Investigation Cell-IV wascreated in 1992 to investigate cases relatingto the demolition of Babri Masjid in Ayodhyaand Special Task Force was created in 1993to take up investigation relating to bombblast in Bombay.

9.1.12 Due to increased workloadrelating to Securities Scam cases and rise ineconomic offences with the liberalisation ofIndian economy, a separate EconomicOffences Wing was established in 1994.Accordingly, three Investigation Divisionswere created in CBI:

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(a) Anti Corruption Division – To dealwith cases of corruption and fraudcommitted by public servants of allCentral Government Departments,Central Public Sector Undertakingsand Central Financial Institutions.

(b) Economic Crimes Division – To dealwith bank frauds, financial frauds,Import Export & Foreign ExchangeViolations, large-scale smuggling ofnarcotics, antiques, cultural propertyand smuggling of other contrabanditems, etc.

(c) Special Crimes Division – To dealwith cases of terrorism, bomb blasts,sensational homicides, kidnappingfor ransom and crimes committed bythe mafia / underworld.

9.1.13 Pursuant to the direction ofHon'ble Supreme Court in Vineet Narianand Others v. Union of India, the existingLegal Division was reconstituted as theDirectorate of Prosecution in July 2001. TheDirectorate of Prosecution / CBI performsthe following major functions:

(i) Tendering Legal Advice in cases andenquiries taken up by CBI forinvestigation.

(ii) Conduc t ing and mon i to r ingprosecution of cases investigated byCBI.

(iii) Amendment of laws or promulgationof new laws.

(iv) Notification of offences underSections 3, 5 and 6 of DSPE Act,1946.

(v) Providing inputs on legal issues forvarious Conferences and meetings.

(vi) Contribution on legal issues to CBIBulletin, etc.

(vii) Matters relating to the appointmentof Special Judges, Magistrates,Retainer Counsels and SpecialCounsels.

(viii) Issue of notifications of CBIProsecuting Officers under Sections24 and 25 of Cr.P.C., 1973.

(ix) Providing inputs to ParliamentQuestions on the above matters.

9.1.14 As on date, CBI has the followingDivisions:

1. Anti-Corruption Division.

2. Economic Offences Division.

3. Special Crimes Division.

4. Policy and International PoliceCooperation Division.

5. Administration Division.

6. Directorate of Prosecution.

7. Central Forensic Science Laboratory.

9.1.15 CBI continues to derive its powerto investigate from DSPE Act, 1946. Section2 of the Act vests DSPE with jurisdiction toinvestigate offences in the Union Territoriesonly. However, the jurisdiction can beextended by the Central Government toother areas, including Railway areas andStates under Section 5(1) of the Act,provided a State Government accordsconsent under Section 6 of the Act. TheExecutive Officers of CBI of the rank of Sub-Inspector and above exercise all powers of aStation Officer-in-charge of the Police


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Station for the concerned area for thepurpose of investigation. As per Section 3 ofthe Act, Special Police Establishment isauthorised to investigate only those cases,which are notified by the CentralGovernment from time to time.

9.1.16 T h e C e n t r a l B u r e a u o fInvestigation has emerged as a PremierInvestigating Agency of the country, whichenjoys the trust of the people, Parliament,Judiciary the Government. Theorganisation has evolved from an Anti-Corruption Agency to a Multifaceted, Multi-Disciplinary Central Police – LawEnforcement Agency with capability,credibility and legal mandate to investigateand prosecute offences anywhere in India.As on date, offences under existing 74Central Acts, 19 State Acts and 243 offencesunder the Indian Penal Code have beennotified by the Central Government underSection 3 of the DSPE Act.

9.1.17 Director, CBI as Inspector-General of Police, Delhi Special PoliceEstablishment, is responsible for theadministration of the organisation. Withenactment of CVC Act, 2003, thesuperintendence of Delhi Special PoliceEstablishment vests with the CentralGovernment save investigations of offencesunder the Prevention of Corruption Act,1988, in which, the superintendence vestswith the Central Vigilance Commission.Director, CBI has been provided security oftwo year tenure in CBI by the CVC Act,2003. The CVC Act also providesmechanism for selection of Director, CBIand other Officers of the rank of SP andabove in CBI.

9.1.18 The CBI now has 16 Zones and 60

Branches. It has been ensured that eachState is covered by at least one Branch /Unit of CBI at State-capital or at big city /metro. A new zone namely “TechnicalForensic & Coordination” (TFC) headed byIG / DIG was created at CBI Head Quarters,New Delhi with effect from 14th January,2010. This zone will not only be responsiblefor Technological upgradation of CBIincluding establishment and functioning ofnewly-created Technological and ForensicSupport Units (TAFSU) but alsostrengthening inter-branch, inter-state andinternational cooperation and coordination.

9.2. HUMAN RESOURCE

9.2.1 The total sanctioned strength of CBIis 6590 against which 5666 officers are in position with 924 posts lying vacant. AComparative Manpower Chart for last threeyears is given below:

9. 2.2 D u r i n g t h e y e a r 2 0 1 1 , 3 2Departmental Promotion Committeemeetings were held promoting 573 CBIpersonne l a t var ious leve ls . 04Departmental Promotion Committeemeetings confirmed 75 CBI personnel. 428officers have also been inducted, 11

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personnel working on deputation indifferent ranks were absorbed in CBI.

9.3 CRIME INVESTIGATION WORK

9.3.1 The CBI registered 1003 cases/enquiries in 2011. 79 of these were takenup on the request of States Governments/Union Territories and 122 registered on thedirections of the Constitutional Courts.Investigation/ enquiry was finalised in 992 cases with 828 cases/ enquiries remaining under investigation/ enquiry by end of theyear. During the year charge-sheets werefiled in 701 cases and judgments werereceived in 895 court cases. There were asmany as 10022 cases under trial in variousCourts at the end of the year.

REGISTRATION

9.3.2 1003 cases registered include 812Regular Cases (RCs) and 191 PreliminaryEnquiries (PEs). 201 cases were registeredfor demand of bribe by public servants forshowing official favours and 62 cases wereregistered for possession of assetsdisproportionate to known sources ofincome. The comparative figures ofregistration of cases/ enquiries during thelast three years is depict in the Bar Chartbelow.

INVESTIGATION

9.3.3 992 cases/ enquiries wereinvestigated/ enquired during 2011. Out of838 Regular Cases, in as many as 701 casescharge sheets were filed in the competentCourts, after taking prosecution sanctionswherever necessary. The following BarChart indicate the disposal of cases frominvestigation during the last three years.

9. 3.4 There were 828 cases/ enquiriesunder investigation at the end of 2011 asagainst 815 cases at the end of 2010. Thefollowing Bar Chart show the comparativefigures for the last three years.

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9.3.5 There were 169 cases underinvestigation for more than one year as on31.12.2011. The following Bar Chart showthe cases under investigation for more than1 year at the end of 2009, 2010 & 2011.

show the disposal from trial during the lastthree years.

9.3.6 The following Pie Chart gives thedetailed breakup of the disposal of casesfrom investigation during 2011.

TRIAL

9.3.7 During the year, 895 court cases weredisposed from trial and out of which 497resulted in conviction, 209 in acquittal, 35in discharge and 154 disposed of for otherreasons. The conviction rate was 67 percentduring the year 2011. The Bar Chart below

9. 3.8 The following Bar Chart shows break-up of cases decided by the courts during theyear 2011:

9. 3.9 There were 10022 court cases undertrial as on 31.12.2011. The following BarChart show the under trial cases during thelast three years:

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9.4 P OL I CY & I NT ER NA T I ONA LPOLICE COOPERATION DIVISION

9.4.1 India is one of the oldest members of Interpol having joined the organization wayback in 1949. The National Central Bureau(NCB) functions as an integral part of CBI,with Director, CBI being its ex-officio Head.In order to provide more active support toMinistry of Home Affairs, Ministry ofExternal Affairs, State Police Forces andother Law Enforcement Agencies, the Co-ordination wing has been re-constituted as International Police Cooperation Unitcomprising of National Central Bureau(NCB) and International Police CooperationCell (IPCC). While NCB looks after allInterpol related work, IPCC handles LettersRogatory and provides active assistance toMHA and MEA in negotiation of treaties on Extradition and Mutual Legal Assistanceand Conferences held annually.

9.4.2 CONF ER ENCES/SEM I NA R S/TRAININGS/ MEETINGS ORGANISED BY INTERPOL IN COOPERATION WITH NCBINDIA

9.4.2.1 During the year 2011, 82Conferences/Seminars/Meetings/etc.organized by ICPO-Interpol he ldIndia/abroad were attended by officials asagainst 57 in 2010 and 36 in 2009. Inaddition, the following training andconferences were held in India:

• The 5th Interpol Liaison OfficersConference held on 14.07.2011 at theCBI HQRs, CGO Complex, LodhiRoad, New Delhi.

• 2nd Pol ice Lia ison Off icers ’Conference-2011 held on 15.07.2011at the CBI, HQRs, CGO Complex,Lodhi Road, New Delhi.

• The XVIII Biennial Conference ofCentral Bureau of Investigation andState Anti Corruption Bureaux heldon 21.10.2011 to 22.10.2011 atVigyan Bhawan, New Delhi.

• The India – Pakistan Home / InteriorSecretary level talks were held in NewDelhi during March 28 – 29, 2011 in pursuance of the decision taken inThimpu (Bhutan) in February 2011by the Government of Pakistan andIndia to resume the dialogue processand in the backdrop of bilateralmeeting between the Home Ministerof India and the Interior Minister ofPakistan held in Islamabad on June25-26, 2010.

• On 4th March 2011, Smt. Alka Sirohi,Secretary, Department of Personnel& Training, Government of Indiavisited CFSL, CBI New Delhi.

• On 29th March 2011, Dr. SamPitroda, Advisor to the Hon’ble PrimeMinister of India on IT matters,visited CBI HO, New Delhi.

• On 30th March 2011, Ms. Irene C.Keiono, Vice-Chair, Kenya Anti-Corruption Commission, along withdelegation visited CBI Headquarters,New Delhi.

• Hon ’b le Pr ime Min is ter Dr .Manmohan Singh visited the CBIGallery at CBI Headquarters on 30thApril 2011 along with Shri V.Narayanasamy, MoS (P) and others.

• Mr. Louis Freeh, former Director, FBI,USA visited CBI HQ, New Delhi on18th May 2011 along with Dr. R. K.Raghavan, former Director, CBI and


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met Shri Amar Pratap Singh,Director, CBI; Shri Balwinder Singh,Special Director, CBI and Shri V. K.Gupta, the then Additional Director,CBI.

• The 12th D. P. Kohli MemorialLecture-2011 held on 03.06.2011 atVigyan Bhawan, New Delhi. Mr. LordIan Blair, former Commissioner ofMetropolitan Police, London attendedthe Lecture.

• Mr. Steven Martinez, Director of FBI.Los Angeles ADIC and AssistantSpecial Agent in charge (ASAC) Mr.William O’Leary paid a courtesy callto Director, CBI and held aninteractive session on Cyber Crime onTuesday, August 30, 2011 in the CBI,Head Office, New Delhi.

• On 28.09.2011, Mr. David M. Luna,Director, Transnational CriminalThreats and illicit Networks,Anticrime Programs Divisions, INLaccompanied by a Political ControlOfficer at the US Embassy, New Delhimet Shri R. P. Agrawal, Head ofZone(Special Crime), CBI, New Delhi.

• Mr. Ronald K. Noble, InterpolSecretary General visited New Delhifrom 15th to 17th December 2011 tomeet Director, CBI and otherdignitaries in Government of India, todiscuss potential partnerships withIndia in combating Telecommuni-cations Crime and the possibility ofhosting a charity cricket match forthe Interpol Fund for a Safer World.

9.4.2.2 Director, CBI as the InterpolExecutive Committee delegate attended thevarious meetings of Interpol during 2011.

Various foreign delegations also visitedIndia and had interaction with the CBIOfficers.

9.4.3 LETTERS ROGATORY (LRs)

9.4.3.1 49 Letters Rogatory were sent tovarious countries for seeking assistance ininvestigation of criminal Matters. Out ofthese 22 pertain to various State PoliceAgencies and 27 are in CBI cases. Total 18execution reports were received out of which13 pertained to CBI cases and 5 to the casesof State Police Agencies. Similarly, 32 LetterRogatory were received from variouscountries requesting to provide assistancein criminal matters, and execution report in41 cases were sent to MEA after receivingfrom the various ILOs / CBI Branches foronward transmission to the requestingcountries.

9.4.4 EXTRADITION/ DEPORTATION

9.4.4.1 During the period under review, 01wanted fugitive (Subject of Red CornerNotice) was extradited from abroad and 02fugitives (Subject of Red Corner Notices)were deported from abroad. 12 wantedfugitives (All subjects of Red Corner Notices)were located/ arrested abroad. 08 wantedIndian fugitives (Subject of Red CornerNotices) were arrested in India on the basisof LOC got opened in furtherance of RedCorner Notices against them.

9.4.5 ASSISTANCE IN FORMULATION OFTREATIES

9.4.5.1 IPCU has participated in thenegotiations of MLATs/ExtraditionTreaties/ Joint Working Groups with thefollowing countries during the year 2011:

• Meeting on Mutual Legal AssistanceTreaty in Criminal Matters between


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India and Malaysia at Kuala Lumpur,Malaysia

• Meetings of Joint Working Group,Home Secretary Level Talks betweenIndia and Bangladesh at Dhaka,Bangladesh

• International Firearm ForensicsSymposium (IFFS), Lyon, France

• Negotiations with Canada and USAauthorities to facilitate earlyexecution MLAT requests at Ottawa,Canada and Washington DC, USA

• 6 t h G l o b a l C o n g r e s s o nCounterfeiting and Piracy, Paris,France

• 21st African Regional Conference,Gaborone, Botswana

• Money Laundering InvestigationProgram, Colombo, Sri Lanka

• Interpol I-24/7 Counter- TerrorismCapacity Building Program (CTCBP),Kuala Lumpur, Malaysia

• Asia Region Law EnforcementManagement Program (ARLEMP) 20in Vietnam

• 9th Interpol Train- the- TrainerWorkshop on IT Crime Investigationfor Asia and South Pacific, HongKong, China

• OECD Working Group on Bribery inInternational Business Transactions,Paris, France

• Conducted Training Programme onAnti Drug Trafficking for VietnamPolice officers at Ho Chi Minh City,Vietnam

• 9th SAARC Conference in PoliceMatters preceded by the 4th Meeting of Focal Points of the SDOMD andthe 4th Meeting of Focal Pointsof the STOMD in Colombo, SriLanka

• Octopus International Workshop onCooperation against Cybercrime inSouth Asia at Colombo, Sri Lanka

• 2nd Meeting of the ILETAG SubGroup on Information Security atIPSG, Lyon, France

• 20th Session of the United NationsCommission on Crime Preventionand Criminal Justice (UNCCPCJ),Vienna

• US India Law Enforcement ExecutiveDevelopment Seminar (LEEDS), LosAngeles, USA

• 1st Interpol Global Complex WorkingGroup Meeting, Lyon, France

• 7 th Annua l Heads o f NCBConference, Lyon, France

• Meeting of Experts in IllicitEnrichment, Washington DC, USA

• 3rd Strategic Planners Meeting, IPSG,Lyon, France

• Plenary Session Launching theInterpol Radiological and NuclearTerrorism Prevention Unit, CiteInternational Convention Centre,Lyon, France

• Asia Region Law EnforcementManagement Program (ARLEMP) tobe held in Melbourne, Australia

• Interpol Expert Group Meeting onAnti Money Laundering andCountering of Terrorism Financing,Lyon, France

• Cybercon 2011- Threats andSolutions Conference, Dublin,Ireland

• 13th Annual International FugitiveInvestigators Conference, Toronto,Canada

• 3rd Meeting of the Working Group onEnhancing the International Statusof Red Notices, Paris, France


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• 9th Meeting of Interpol Asia- PacificExpert Group on Asian OrganizedCrime, Ho Chi Minh City, Vietnam

• Meeting of the OECD Working Groupon Bribery in International BusinessTransactions, Paris, France

• 6th Operational Working GroupMeeting Project Kalkan, Dushanbe,Tajikistan

• 22nd Interpol DNA Monitoring ExpertGroup to be held at IPSG, Lyon,France

• 1st Interpol Cyber Security TrainingWorkshop and 3rd ILETAG GRISMeeting, Singapore

• 2nd StAR- Interpol Asset RecoveryFocal Points Meeting, Lyon, France

• 3rd International Association of Anti-Corruption Authority (IAACA)Seminar, Shanghai, China

• 4th Meeting of SAARC Interior/ HomeMinisters and other related meetingsin Thimpu, Bhutan

• Specialized Forensic MedicineEngagement Course at Los Angeles,USA

• 2nd Meeting of the open ended Inter-Governmental Working Group on thePrevention of Corruption and 5thMeeting of the Inter- Governmentalopen- ended Working Group Meetingon Asset Recovery in Vienna, Austria

• Group Training Course on CrimePrevention (Admn. Of CriminalJustice) at Japan

• 3rd IGC Working Group Meeting,Lyon, France

• 2011 International Law Enforcement IP Crime Conference, Madrid, Spain

• 9th Indo- Nepal Joint Working GroupMeeting at Kathmandu, Nepal

• Seminar on Cyber Security, Ispra,Italy

• OECD Working Group Meeting onBribery in International BusinessTransactions, Paris, France

• 5th Interpol Train- the- TrainerWorkshop on Computer Forensics,South Korea

• 5th IAACA Annual Conference andG e n e r a l M e e t i n g , M o r o c c o ,Marrakech

• 80th General Assembly Session heldin Hanoi, Vietnam

• International Course on SecurityMadrid, Spain

• Global Counter Terrorism Forum andInaugural Meeting of the CriminalJustice/ Rule of Law Working Group in Washington DC, USA

• Seminar on Cyber Security, Italy

• International Crime PreventionConference 2011, Singapore

• 10th ICPO Interpol Regional TrainingCourse for NCB Officers in Asia andthe South Pacific, Colombo, SriLanka

• 4th I- Link Training Workshop, IPSG,Lyon, France

• 24/7 Points of Contact Conference,Rome

• Interpol NSO Symposium 2011,IPSG, Lyon

• Symposium on “Suppression ofInternat ional Terror ism andO r g a n i z e d C r i m e , C o m m o nChallenges, Abu Dhabi, UAE

• OECD Working Group on Bribery,Paris, France

• 23rd Interpol DNA MEG Meeting,Pretoria, South Africa


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• 13th Interpol Asia- South PacificWorking Party on InformationTechnology Crime, Tokyo, Japan

• Meeting for MLAT in criminal matterbetween India and Italy held at NewDelhi.

• 6th India-Thailand Joint workinggroup on Legal Matters. Meeting heldat New Delhi.

• Home Secretary Level meeting forratification of the United NationalConventional against TransnationalOrganized Crime (UNCTOC) andthree supplementary protocols.Meeting held at New Delhi.

• Home Minister Level meeting todiscuss criminal matters betweenIndia and Pakistan held at New Delhi.

• HS Level talks between India andBangladesh held at New Delhi.

• Inter-Ministerial meeting held at NewDelhi on the proposed ExtraditionTreaty between India and Italy.

• Meeting between Hon’ble UnionHome Minister and visiting Dy. PrimeMinister and Interior Minister forUAE and signing of agreement held atNew Delhi.

• Joint Working Group (JWG) Meetingbetween India and Bangladesh heldat New Delhi

9.4.6 MISCELLANEOUS ENQUIRIES

9.4.6.1 During the period underreview, 4193 references regardingmiscellaneous inquiries in respect of drivinglicenses, identification of foreigners, arrestreport of foreigners in India, criminalantecedents, identification of fingerprints,missing person’s deportation, drugtrafficking, searches and registration ofthefts of antiquities stolen from India,

examination of foreign counterfeit currencyseized by authorities in India, etc. werereceived and attended upon.

9.5. CBI ACADEMY

9.5.1 CBI Academy started functioningfrom January 10, 1996 in its Campus atGhaziabad. During the year 2011 theAcademy has conducted 133 courses ascompared to 203 courses in 2010.

9.5.2 During the year 2011, the XVth Batchcomprising of 76 Sub-Inspectors reported tothe Academy on 18.07.2011 for BasicTraining.

9.6. SETTING UP OF ADDITIONALSPECIAL COURTS FOR CBI.

9.6.1 A large number of cases instituted bythe CBI are under the provisions of thePrevention of Corruption Act, 1988, read inconjunction with offences under variousother Acts. As per section 4 of the P C Act1988, the offences as specified in sub-section (1) of section 3 of the Act shall betried by Special Judges only. Given the hugependency of CBI cases in various courts,Hon'ble Chief Justice of India (CJI), in hisletter dated 07.04.2008 to the Government,had impressed upon the need for havingadditional courts for exclusive trial of casesinvestigated by the CBI under PC Act, 1988by applying a norm of not more than 50cases in each court. He also suggested thatthese courts may start functioning at theearliest and at best within one year. Basedon this yard-stick, it was estimated thatthere is need for creation of 71 additionalCourts of Special Judges to try cases underPrevention of Corruption Act investigated byCBI to facilitate quicker disposal of longpending cases. State Governments wererequested to set up the Special Courts andfor this purpose, indicate necessary


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financial implications and suitableaccommodation. Both recurring andnonrecurring expenditure in setting up andfunctioning of these special courts would bereimbursed by the Government of India tothe respective State Governments from thebudgetary grant of CBI subsequently, on

receipt of the audited figures in thisregard.

9.6.2 The Government has accordingly setup 71 Additional Special Courts at variousstates. Out of these, 54 Courts have becomeoperational as per detail mentioned below:-

Name of State Location No. ofAddl.Courtsproposed

No. ofCourtsSanctioned

No. ofCourtsfunctional

Andhra Pradesh Hyderabad 3 3Visakhapatnam 2 2

Assam Guwahati 2 2Bihar Patna 3 3 3Chhatisgarh Raipur 1 1 01Delhi Delhi 15 15 12Gujarat Ahmedabad 2 2 2Goa Goa 1 1HimachalPradesh

Shimla 1

Haryana Panchkula 1 1 1Jharkhand Ranchi 2 2 2

Dhanbad 4 4 4Jammu &Kashmir

Jammu 1 1 1

Karnataka Bangalore 2 2 2Dharwad 1 1 1

Kerala Thiruvananthapuram

1 1 1

Madhya Pradesh Bhopal 1 1 1Jabalpur 1 1 1

Maharashtra Mumbai 3 3 3Pune 1 1 1Nagpur 1 1 1Amravati 1 1 1

Orissa Bhubaneswar 4 4Rajasthan Jaipur 2 2 2Tamilnadu Chennai 3 3 3Uttar Pradesh Lucknow 4 4 4

Ghaziabad 2 2 2West Bengal Kolkata 6 6 5

71 70 54


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Chapter – 10JOINT CONSULTATIVE MACHINERY

10.1 The Scheme for Joint Consultativeand Compulsory Arbitration for the CentralGovernment Employees was introduced inthe year 1966 on the lines of the WhitelyCouncils in the U.K. The scheme provides aplatform for constructive dialogue &discussion between the representatives ofthe staff side and the official side forpeaceful resolution of all disputes betweenthe Government as employer and theemployees. The scheme was introducedwith the objectives of promotingharmonious relations and securing thegreatest measure of cooperation betweenthe Central Government as the employerand the employees in matters of commonconcern and with the object of furtherincreasing the efficiency of the publicservice combined with the well being ofthose employed.

10.2 The JCM Scheme provides for a threetier machinery:

(i) the National Council as the apexbody; (chaired by the CabinetSecretary);

(ii) Departmental Councils at the level ofindividual Ministries / Departmentsincluding their attached andsubordinate offices and (chaired byrespective Secretaries); and

(iii) Regional / Office Councils to dealwith mainly the local problems at thelevel of each individual office,

depending on its structure. (chairedby Head of office of respectiveorganizations).

The scope of the JCM Scheme includes allmatters relating to:

? conditions of service and work;

?welfare of the employees; and

?Improvement of efficiency andstandards of work,

Provided, however, that

(i) In regard to recruitment, promotionand discipline, consultation islimited to matters of generalprinciples; and

(ii) Individual cases are not considered.

10.3 Under the JCM Scheme, there havebeen continuous interactions with staffunions at the National level as well as at theDepartmental level and a number ofimportant issues have been resolvedamicably through mutual discussions. 46meetings of the National Council (JCM) havebeen held under the Chairmanship ofCabinet Secretary since the inception of theScheme in 1966.

NATIONAL ANOMALY COMMITTEE –

10.4 In order to resolve the anomaliesarising out of the implementation of therecommendations of the Sixth Central Pay

Joint Consultative Machinery

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Commission, a National AnomalyCommittee has been constituted under theChairmanship of Secretary (Personnel).Four meetings of the National AnomalyCommittee have been held under theChairmanship of Secretary (Personnel) on12th December, 2009, 27th March, 2010,15th February, 2011 and 5th January,2012 wherein various anomalies werediscussed with the representatives of thestaff side. A Joint Committee on ModifiedAssured Career Progression Scheme(MACPS) was also constituted under theChairmanship of Joint Secretary(Establishment) which held three meetingson 25th May, 2010, 15th September, 2010& 15th March, 2011 and submitted itsreport which was placed before the NationalAnomaly Committee in its 4th meeting heldon 5th January, 2012.

ARBITRATION –

10.5 An important feature of the JCMScheme is the provision for Arbitration incases where there is no agreement on anissue between the Official Side and the StaffSide on matters relating to:-

?pay and allowances;

?weekly hours of work; and

?leave

of a class or grade of employees.

BOARD OF ARBITRATION (BOA) –

10.6 A Board of Arbitration (BOA)

comprising a Chairman (an independentperson) and two members, (nominated - oneeach by staff side and official side) functionsunder the administrative control of theMinistry of Labour. Awards of the Board ofArbitration are binding on both the sides,subject to the over-riding authority ofParliament to reject or modify the awards.Under JCM Scheme, 259 references havebeen made to Board of Arbitration forsettlement of disagreement cases to date ofwhich, 257 have been decided by BOA.Most of the awards which were in favour ofthe employees have been implemented,except a few which could not be accepteddue to adverse affect on National Economy /Social Justice.

DEPARTMENTAL COUNCIL:

10.7 Functioning of the DepartmentalCouncil is a vital part of Joint ConsultativeMachinery formed with the very importantpurpose of promotion of harmoniousrelations and ensuring cooperation betweenGovernment and its employees.

107.1 The present Council is headed bySecretary (Personnel) with Senior Officers ofthis Department, Ministry of Home Affairs,Department of Expenditure, Ministry ofExternal Affairs, Ministry of Railways andMinistry of Defence as members of OfficialSide. 57th meeting of the Council was heldin 2010 and Action Taken Report has been compiled and circulated to Official and StaffSide. The 58th meeting of the Council has been held on 5th January, 2012.

Chapter – 11ADMINISTRATIVE TRIBUNALS


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Administrative Tribunals

?

?

?

11.1 The enactment of AdministrativeTribunals Act, 1985 opened a new chapter inthe domain of administering justice to theaggrieved Government servants in theirservice matters. The Administrative TribunalsAct owes its origin to Article 323-A of theConstitution of India which empowers CentralGovernment to set up by an Act of Parliament,Administrative Tribunals for adjudication ofdisputes and complaints with respect torecruitment and conditions of service ofpersons appointed to the public services andposts in connection with the affairs of theUnion and the States. In pursuance of theprovisions contained in the AdministrativeTribunals Act, 1985, the AdministrativeTribunals, set up under it exercise originaljurisdiction in respect of service matters ofemployees covered by the Act

11.2 The Administrative Tribunals aredistinguishable from the ordinary courtswith regard to their jurisdiction andprocedure. They exercise jurisdiction onlyin relation to the service matters of thelitigants covered by the Act. They are alsofree from the shackles of many of thetechnicalities of the ordinary courts. The

procedural simplicity of the Act can beappreciated from the fact that the aggrievedperson can also appear before it personally.Government can also present its casesthrough its Departmental officers or legalpractitioners. Further, only a nominal feeof Rs.50/- is to be paid by the litigants forfiling the application before the Tribunal.Thus, the objective of the Tribunal is toprovide speedy and inexpensive justice tothe litigants.

11.3 The Act provides for establishment ofCentral Administrative Tribunal and theState Administrative Tribunals. The CentralAdministrative Tribunal was set up on1.11.1985. Today, it has 17 regularBenches, 15 of which operate at theprincipal seats of High Courts and theremaining two at Jaipur and Lucknow.These Benches also hold circuit sittings atother seats of High Courts. A statementshowing the locat ion of Centra lAdministrative Tribunal Benches, the datesof their establishment and the number ofcourts in each of these Benches along with alist of places where they hold circuit sittingsis given below:-

Chapter – 11ADMINISTRATIVE TRIBUNALS

119118

NAME, DATE OF ESTABLISHMENT, NUMBER OF COURTS AND CIRCUIT SITTINGS OF

VARIOUS BENCHES OF CENTRAL ADMINISTRATIVE TRIBUNAL

S.No. Name of the Date of No. of Division CircuitBench establishment Benches sittings

1. PRINCIPAL BENCH 01.11.1985 6

2. AHMEDABAD 30.06.1986 1

3. ALLAHABAD 01.11.1985 4 Nainital

4. BANGALORE 03.03.1986 1

5. CHANDIGARH 03.03.1986 2 Shimla,Jammu

6. CHENNAI 01.11.1985 2

7. CUTTACK 30.06.1986 1

8. ERNAKULAM 01.09.1988 2

9. GUWAHATI 03.03.1986 1 Shillong,Itanagar,Kohima,Agartala,Imphal

10. HYDERABAD 3-.06.1986 2

11. JABALPUR 30.06.1986 1 Indore,Gwalior,Bilaspur

12. JAIPUR 15.10.1991 1

13. JODHPUR 30.06.1986 1

14. CALCUTTA 01.11.1985 3 PortBlair,Gangtok

15. LUCKNOW 15.10.1991 1

16. MUMBAI 01.11.1985 2 Nagur,Aurangabad,Panaji

17. PATNA 30.06.1986 2 Ranchi


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11.4 The Tribunal consists of a Chairmanand Members. The Members are drawnfrom judicial as well as administrativestreams so as to give the Tribunal thebenefit of expertise both in legal andadministrative spheres. There is one post ofChairman and 65 posts of Members ofCentral Administrative Tribunal. Theappointment of Chairman, CAT and everyother Member of CAT is made by Presidentafter consultation with the Chief Justice ofIndia. The appointment of Members in CATare made on the basis of recommendationsof a Selection Committee Chaired by amember of the Chief Justice of India who issitting judge of the Supreme Court. Theappointments are made with the approval ofAppointments Committee of the Cabinetafter obtaining the concurrence of the ChiefJustice of India. All selections of Members have been made against the vacancies ofVice Chairmen and Members in CAT arisingupto 30.06.2011.

11.5 State Administrative Tribunals were

also set up in the nine States AndhraPradesh, Himachal Pradesh, Odisha,Karnataka, Madhya Pradesh, Maharashtra,Tamil Nadu, West Bengal and Kerala.However, the Madhya Pradesh, Tamil Naiduand Himachal Pradesh Tribunals have sincebeen abolished.

11.6 The appointments to the vacancies inState Administrative Tribunals are made onthe basis of proposals sent by the StateGovernments with the approval of theGovernor. Thereafter, their appointmentsundergo the same process as the one inrespect of Central Administrative Tribunal.

11.7 Since its inception in 1985 uptoFebruary, 2012, the Central AdministrativeTribunal received for adjudication 603284cases (including those transferred fromHigh Courts), out of which 578618 caseshave been disposed of leaving a pendency of24666 cases. A statement indicating theinstitution disposal and pendency of casessince inception of CAT is given below:

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STATEMENT SHOWING THE POSITION OF INSTITUTION,DISPOSAL AND PENDENCY

OF CASES IN THE CENTRAL ADMINISTRATIVE TRIBUNAL SINCE INCEPTION UPTO

29.02.2012.

S.NO. PERIOD INSTITUTION DISPOSAL PENDENCY AT THE

END OF THE PERIOD

1. 1985 2963 30 2933

2. 1986 23177 8934 17176

3. 1987 19410 15084 21502

4. 1988 19425 13769 27158

5. 1989 18602 13986 31774

6. 1990 19283 15495 35562

7. 1991 21623 17552 39633

8. 1992 25184 23782 41035

9. 1993 27067 28074 40028

10. 1994 26230 26409 39849

11. 1995 25789 23668 41970

12. 1996 23584 20667 44887

13 1997 23098 21981 46004

14. 1998 21911 18394 49521

15. 1999 22944 24566 47899

16. 2000 25146 31398 41647

17. 2001 25977 31953 35671

18. 2002 25398 29514 31555

19. 2003 25089 28076 28568

20. 2004 23825 27735 24658

21. 2005 21528 22408 23778

22. 2006 18722 17774 24726

23. 2007 17725 18674 23777

24. 2008 18287 20352 21712

25. 2009 24496 23681 22527

26. 2010 26620 25477 23670

27. 2011 25869 24750 24789

upto Feb,2012 4415 4538 24666

TOTAL 603284 578618


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Conference was attended by the Chairman,CAT and Vice Chairmen & Members of allthe Benches of the CAT. Hon’ble Shri V.Narayanasamy, Minister of State forPersonnel, P.G. and Pensions, Shri PawanKumar Bansal, Hon’ble Minister ofParliamentary Affairs and Shri J.S. Verma,former Chief Justice of India addressed thegathering. On this occasion, the secondlecture on Rajiv Gandhi Lecture Series wasdelivered by Shri Soli Sorabjee, formerSolicitor General on the topic ‘Meaningfulfacts of Administrative Law’.

11.8 Section 14(2) of the AdministrativeTribunals Act, 1985 empowers the CentralGovernment to extend the provisions of theAct to local or other authorities within theterritory of India or under the control ofGovernment of India and to corporations orSocieties owned or controlled byGovernment of India. In exercise of thesepowers, the Central Government haveextended the provisions of the Act to 204organizations so far.

11.9 The All India Conference of all theMembers of the CAT was held on 6thNovember, 2011 at Vigyan Bhavan. The

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Chapter – 12STAFF WELFARE


124 125

The Central Government is thelargest single employer in the country andbears the major responsibility for lookingafter the welfare of a large number ofemployees spread all over the country.Realizing that improvement in the workingand living conditions of the employees andtheir families leads to efficiency and highmorale, the Department of Personnel andTraining supports various staff welfaremeasures. A brief account of various welfaremeasures dealt with by Welfare Division isgiven below:-

12.1 WELFARE MEASURES

12.1.1 Residents’ Welfare Association

In order to foster a spirit of mutualhelp and goodwill among residents ofGovernment colonies and to promote social,cultural and recreational activities, theResidents Welfare Associations, which haveadopted the Model Constitution prescribedby DOPT, have been recognized inDelhi/New Delhi and other parts of thecountry. The members of the ManagingCommittees of these Associations areelected every two years under the provisionsof a Model Constitution framed by theDepartment of Personnel and Training. ThisDepartment sanctions grants-in-aid only torecognized Associations, subject to amaximum of Rs.4500/-per annum for anAssociation.

12.1.2 Area Welfare Officers

The Area Welfare Officers (AWOs) arenominated in residential colonies having alarge number of Central Government

employees. The AWOs serve as a linkbetween the Government and residents inmatters relating to the welfare ofGovernment employees living in variouscolonies. They also work as field officers incoordinating and maintaining liaison withvarious agencies of Government such asCPWD, CGHS, Police etc. Applications areinvited from Gazetted Officers working invarious Ministries/Departments for beingnominated as Area Welfare Officer for aperiod of two years. Officers desirous ofbeing nominated as AWOs on voluntary andhonorary basis, are required to applythrough their respective Ministries/Departments. 47 AWOs have beennominated in Delhi / Outside Delhi for theyears 2011-12 in January, 2011.

12.1.3 Central Government EmployeesWelfare Coordinat ion Commit t ees(CGEWCCs)

The Central Government EmployeesWelfare Coordinat ion Committees(CGEWCCs) have been formed outsideDelhi, at places where there are at least fiveCentral Government Offices and the totalnumber of Central Government Employeesis not less than 1000. These Committeesare responsible for coordinating the welfareactivities of the Central Governmentemployees serving within their jurisdiction.The senior most officer at the stationfunctions as the Chairman of theCommittee. The quantum of grant based onthe staff strength is sanctioned by theDepartment of Personnel and Training tothe CGEWCCs.

Chapter – 12STAFF WELFARE

Staff Welfare

124 125


12.2 Central Civil Services Cultural &Sports Board (CCSCSB)

12. 2.1 INTRODUCTION

The Central Civil Services Culturaland Sports Board (CCSCSB), a societyregistered under the Societies RegistrationAct, 1860, is the Central agency forpromotion of Cultural & Sports activitiesamongst the Central Govt. employees in thecountry. The Board was set up in 1964 as Central Secretariat Club in the Ministry ofHome Affairs. Initially, the objective of theBoard was to promote cultural and sportsactivities amongst the Central GovernmentEmployees located in Delhi only.Subsequently, Regional Sports Boards wereset up in various cities. Financial grants-in-aid are sanctioned every year by theBoard to the Regional Boards.

12.2.2 ACTIVITIES OF THE BOARDDURING THE YEAR 2011-12

12.2.2.(a) Inter Ministry Tournaments2011-12

The Board organized Inter-MinistryTournaments during 2011-12 in 19

disciplines of Sports in New Delhi.

12.2.2(b) All India Civil Services (AICS)Tournaments held during the year 2011-12.

These tournaments, which are opento Central Government employees as well asto the civilian employees of the State/UTGovernments, were held by the Board incollaboration with State/UT Governmentsand Regional Sports Boards. The aim ofthese tournaments is to give an opportunityto the civil servants to meet and interactwith each other and compete on the field ofplay. The Board reimburses a part of theexpenditure to the State Governments / UTAdministrations who host the AICStournaments . In 2011-12 , suchtournaments were held in 13 disciplinesnamely Athletics, Basketball, Badminton,Chess, Football, Hockey, Kabbaddi,Swimming, Lawn Tennis, Table Tennis (menand women), Bridge, Wrestling andVolleyball. Out of 13 AICS Tournaments,the CCSCSB successfully organized AICSTournaments in 3 disciplines in New Delhi,i.e., Lawn Tennis, Bridge and Wrestling.

Inauguration of All India Civil Services Lawn Tennis Tournament on 22nd December, 2011, at DLTA, R.K. Khanna Stadium, New Delhi

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Staff Welfare

AICS Tournament in progress at DLTA.

Prize distribution ceremony of AICS Lawn Tennis Tournament on 26thDecember, 2011, at DLTA.

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undertake trekking programmes of theirown.

1 2 . 2 . 7 P L A Y I N G F A C I L I T I E S

MAINTAINED BY THE BOARD

The Board provides playing facilitiesin Delhi for the Central Governmentemployees and has sports complex at VinayMarg, New Delhi which has facilities forplaying Football, Hockey, Cricket,Basketball, Lawn Tennis and Athletics.

The Board also maintains TennisCourts at Bharati Nagar, R.K. Puram,Brassey Avenue and at Vinay Marg .Cricket practice pitches are available atBrassey Avenue and Vinay Marg SportsComplex, and a Volleyball & Shooting courtat Brassey Avenue. Facilities are alsoavailable for Carrom, Chess and TableTennis at Nirman Bhavan. These facilitiesare extensively used by the CentralGovernment employees and theirdependents. Moreover, these facilitiesfurther extended to school children andphysically challenged person at subsidizedrates.

12.2.8 Annual Cricket Coaching Camp

for children/dependents of Government

employees

The Board successfully organized thesummer cricket coaching camp for thechildren/dependents of the Governmentemployees at Vinay Marg Sports Complexfrom 15th May to 15th June, 2011. A totalof 167 children participated in this camp.

12.3 GRIH KALYAN KENDRA

12.3.1 Grih Kalyan Kendra (GKK), asociety registered under the SocietiesRegistration Act, 1860, was set up with the

12.2.3 GRANT-IN-AID AND OTHER

RECEIPTS

The Board received an amount of Rs.50 lakhs as grants-in-aid from theGovernment of India.

Besides, the Board generated revenueof Rs. 22.77 lakhs from renting of grounds,membership fee, coaching fee and entry feeduring the year.

12.2.4 CCSCSB CITIZEN CHARTER

The CCSCSB expect all the CentralGovernment employees and their familiesbased in Delhi to make full use of the sportsfacilities of the Board at Delhi for physicalfitness as well as recreation and apprise theBoard of the difficulties and problems facedby them and offer suggestions for betterfulfillment of the Board’s objective ofpromotion of sports and cultural activitiesamongst civil servants. Details areavailable at the website of the WelfareDivision, Department of Personnel andTraining at www.persmin.nic.in

12.2.5 BOARD’S AFFILIATION TO

NATIONAL FEDERATION

The Board is affiliated to a number ofsports Associations/Federations at thenational level. The Board’s teamsparticipate in the National Tournamentsorganized by these Associations/Federations.

12.2.6 TREKKING PROGRAMMES

The Board sponsors trekkingprogrammes for Central Govt. employees incollaboration with the Youth HostelsAssociation of India. The Board alsoencourages Central Govt. employees to


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Staff Welfare

following objectives :

a) To promote social, economic, culturaland educational activities for thewelfare of Central GovernmentEmployees and their families.

b) To impart technical and vocationaltraining in home crafts and otherhousehold arts for useful utilizationof leisure time and for better andefficient housekeeping.

c) To organize and promote economicact i v i t i es that may prov ideopportunities for gainful employmentto families of Central Governmentemployees for supplementing familyincome.

12.3.2 The GKK is administered by GKKBoard. The Board is responsible for theorganization and administration of GKK.Additional Secretary (S&V), DoPT, is thePresident of the GKK Board.

12.3.3 In pursuance of its objectives,GKK has been conducting the followingactivities:

a) Training classes in cutting, tailoringand embroidery for the housewivesand grown up girls during theirleisure hours.

b) Nursery education for children in theage group of 3 to 5 years.

c) Crèches for Day Care Centers forchildren between the age of 90 daysand 10 years.

d) Recreational facilities like HealthClub-cum-Fitness Centre, Multi-Gyms and weight lifting, Indoor

Games like badminton, Table Tennisand classes in Karate, Yoga, Dance,etc.

e) Hiring out of Samaj Sadans(Community Centers) for the use ofCentral Government Employees andothers to enable them to arrangecultural and social functions (likemarriage etc.)

12.3.4 GKK is running 25 Craft Centres,16 Creches/Day Care Centres and 25Nursery Schools in Delhi and Outstations.During the period 2011, it has beensupporting and organizing recreationalactivities with a view to promoting physicalfitness among the Central GovernmentEmployees and their family members as apart of the activities of GKK. The Kendra hasaccordingly set up 10 Gym /Fitness Centresin Delhi, Bangalore, Chennai, Mumbai,Ghaziabad and Nagpur. It administers 45Samaj Sadans, out of which 30 are in Delhiand 15 outside Delhi. These Samaj Sadansare made available on hire for organizingvarious social and cultural functions to theCentral Government employees andwherever available, to others also. Hiring ofSamaj sadans is the main source of revenuefor GKK. In these Samaj Sadans, facilitieslike indoor games, health clubs, multi-gym,karate, yoga, dance and music classes etc.are provided. In addition, GKK also runs itswelfare activities in 15 other premises inDelhi and 11 at out-stations. The details ofthe activities and the details of users at each

stations are given in Annexure-I and

Annexure-II. The GKK receives grant-in-aidfrom the Government. In the budget grantfor the year 2011-12, an amount of at Rs. 25lakhs has been allocated to GKK .

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STATEMENT SHOWING THE TOTAL NO. OF WELFARE ACTIVITIES

RUN BY GKK DURING 2011

Place Craft Nursery Creche/Day Health ClubCentres care centres / Gym/Fitness Centres

Delhi 10 16 13 6 + 4 *

Mumbai 6 4 - 1 *

Chennai 7 2 2* 1

Jaipur 1 - 1 -

Dehradun 2 - -

Nagpur - - - 1*

Bangalore - - - 1

Faridabad 1 1 - -

Ghaziabad - - - 1

Total 25 25 16 15

* Being run on fee sharing basis.

STATEMENT SHOWING THE WELFARE ACTIVITIES AND NO. OF USERS /

STUDENTS IN DELHI AND OUTSTATIONS

Sl. No. Name of the activity No. of users / students

1 Creche 541

2 Nursery 2625

3 Craft 1000

4 Health Club/ Gym/ Fitness Centre 2437

5 Indoor Games 293

6 Booking of Samaj Sadans 2237

7 Outsourcing activities (Dance, Music, Karate, 5091Beauty Training Course, Physiotherapy centresand Homeopathy Clinic)

Annexure-I

Annexure-II


130 131

Bhandar has very successfully sold Attaunder Bhagidari Scheme of DelhiGovernment for the benefit of theconsumers at the rate of Rs. 139/- for 10 Kg.Kendriya Bhandar had also distributedonions and yellow peas at an economicalprice through Kendriya Bhandar stores.

In line with the latest trend inretailing, Kendriya Bhandar has taken upconcerted efforts to modernize the existingstores in terms of its ambience, displaysystem etc. in a phased manner. In thisdirection, Mahadev Road, Andrews Ganj,Kalkaji, Saroniji Nagar H-Block and B-Block etc. have been given a facelift with theobjective of providing better shoppingenvironment to the customers and action isin hand to modernize other stores in aphased manner.

Kendriya Bhandar has also openedup new retail stores at Maulana AzadMedical College and Netaji SubhashInstitute of Technology in New Delhi.

Further, purchases and stocks ofconsumer items, pulses and spices arecomputerized in its head office. KendriyaBhandar has also undertaken computeriz-ation of Grocery and Consumer Godownsand is also in the process of computeriz-ation of stores in a phased manner. In thefirst phase Kendriya Bhandar hascomputerized all godowns and 20 retailstores.

All the Stores of Kendriya Bhandar inDelhi retailing into Grocery and Consumeritems have been provided with AlphaNumeric Cash Register Machines for thepurpose of billing to customers. Electronicweighing machines have been provided inthe godowns.

12.4 KENDRIYA BHANDAR

1 2 . 4 . 1 OBJ ECT I V ES OF T H E

ORGANISATION

The Central Government EmployeesConsumer Cooperative Society Ltd., NewDelhi, operating in the name of KendriyaBhandar was set up in 1963 in pursuance ofa Cabinet decision as a Welfare Project forthe benefit of the Central GovernmentEmployees. The Society endeavors to servethe Central Government employees andgeneral public at large by (i) providingquality goods of daily needs at reasonableprices and (ii) playing an effective role in thePublic Distribution System through itsretail outlets.

12.4.2 NETWORK

The Society operates a network of 132stores/branches in Delhi, Maharashtra,Tamil Nadu, Puduchery, Andhra Pradesh,Karnataka, Cochin, Daman, Goa, UttarPradesh, Uttaranchal, Rajasthan, MadhyaPradesh, Haryana, Punjab, Gujarat,Jharkhand, West Bengal, Bihar andChandigarh.

12.4.3 RETAILING OF GROCERY AND

CONSUMER ITEMS

Kendriya Bhandar is selling goodquality, lab tested pulses, spices, rice, etc.through its 87 retail stores in Delhi. Theprices of the Kendriya Bhandar are less thenprevailing market prices.

The Kendriya Bhandar has beeninvolved in welfare activities and hasassisted the Central Government and theGovernment of NCT of Delhi in arresting theprice increase in times of crises. Kendriya

Annexure-I

Annexure-II

Staff Welfare

130 131

12.4.4 STATIONERY BUSINESS

Kendriya Bhandar is sel l ingstationery and office equipments items tothe Central Government Departments,Govt. of NCT of Delhi, PSUs and toAutonomous Bodies under the control ofCentral Govt./Govt. of NCT of Delhi.

Activities such as bill ing tocustomers, purchase, inventory etc. ofStationery Division of Kendriya Bhandar,located at R.K. Puram (East & West) Blocksare computerized through Local AreaNetwork.

12.4.5 SALES OF MEDICINES UNDER

JAN AUSHADHI PROJECT

Kendriya Bhandar has also openedJan Aushadhi Generic Drug Shops in GTBHospital, DDU Hospital and ShastriBhawan as a part of Jan Aushadhi project ofthe Department of Pharmaceuticals Govt. ofIndia.

Kendriya Bhandar is also supplyingmedicines and related items to CGHSDispensaries and Hospitals in Delhithrough its existing chemist shops.

12.4.6 BENEFITS TO CUSTOMERS

The Society has been able to maintaincompetitive prices for various products soldby it as compared to those prevailing in themarket and also in its sister organization.In fact, selling prices prevailing in KendriyaBhandar now constitute the benchmark inthe market. The Society is closelycontrolling its sales prices. Margins onsome grocery and stationery items havebeen further reduced passing on greaterbenefits to the customers.

For better quality control, pre-testing

of grocery items before distribution to storeshas been introduced and testing of randomsamples picked from shelves of stores is alsobeing continued. These steps will ensurethat the quality of goods sold is maintainedfor better consumer satisfaction.

12.4.7 MULTI STATE COOPERATIVE

SOCIETY

Kendriya Bhandar is registered as aMulti State Cooperative Society w.e.f.8.9.2000. With this change in its status,Kendriya Bhandar has been able to expandits operation in other states of the country.

12.4.8 SALES PERFORMANCE

Kendriya Bhandar has registeredsignificant growth in the recent past. Totalsales and net profit during the year 2010-11was Rs. 461.38 crores and Rs. 485.97 lakhsrespectively. During the financial year2011-12 (from April 2011 to December,2011) the total sale and net profit are Rs.346 crores and Rs. 351 lakhs respectively.

Kendriya Bhandar has a paid-upcapital of Rs. 90.43 lakhs of which Rs. 68.18lakhs have been subscribed by theGovernment and Rs. 22.25 lakhs byindividual members, as on 31.3.2011.

The society has been paying bonus @20% its employees for the last many years.

12.4.9 DIVIDEND

Kendriya Bhandar is a dividendpaying cooperative society. KendriyaBhandar has declared a dividend of 10% forthe year 2010-11.

Kendriya Bhandar has contributed tothe National exchequer by way of taxes anddividend for the year 2010-11 to the extent of Rs. 171.76 lakhs.


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Staff Welfare

Smt. Poonam Rawat, Chairperson, and Shri Jagdeesh Bhatia, Managing Director,

Kendriya Bhandar, alongwith Secretary (Personnel), presenting the cheque of

dividend for the year 2009-10 to the Hon’ble Minister of Personnel, P.G. and Pensions

Hon’ble Chief Minister of Delhi, Smt. Shiela Dikshit at the the Inauguration of the

new Kendriya Bhandar Grocery Consumer store in May, 2011, at Netaji Subhash

Institute of Technology, Dwarka, New Delhi

133132

Director General (Prisons), Shri Neeraj Kumar, IPS, inaugurating the new Kendriya

Bhandar grocery consumer retail store in January, 2012, at Tihar Jail Residential

Complex, Janak Puri, New Delhi

Dr. K.L. Sinha, Director, National Cooperative Union of India, addressing the

delegates/Directors of Kendriya Bhandar during a training programme held in

November, 2011, at New Delhi


134 135

12.5 SANSKRITI SCHOOL

In pursuance of a Governmentdecision, the Civil Services Society set up aSchool in Delhi with the objective ofproviding quality education to the wards of the Government servants particularly thosecoming on transfer to Delhi. 25 % seats arereserved for children belonging todisadvantaged groups and weaker sections,as defined in the Right to Education (RTE)Act and State RTE Rules. During thecurrent academic year, 25 students wereadmitted in nursery school under EWScategory.

12.6 CIVIL SERVICES OFFICERS'

INSTITUTE (CSOI)

12.6.1 The CSOI, a Society registeredunder the Societies Registration Act, 1860was set up in 1998. The main objective ofthe Institute is to promote welfare of theofficers of the Civil Services and to bringthem together in order to secure completeintegration of the services and to build acorps of officers imbibed with the spirit ofcooperation in all aspects of civil services.

12. 6.2 The institute has been functio-ning from the premises situated at M.S.Apartments, Kasturba Gandhi Marg, NewDelhi. Grants-in-aid assistance is providedby the Government for Capital investmentsonly.

12.7. DEPARTMENTAL CANTEENS

12.7.1 As a measure of Staff Welfare,Departmental Canteens/Tiffin Room havebeen set up in Central GovernmentOffices/Establishments to make availablebeverages, snacks and meals prepared inhygienic conditions, to the employeesduring the working hours at reasonablerates. At present, about 1350 recognizedCanteens/Tiffin Rooms are functioning invarious offices of the Central Government.With a view to bring about improvement incleanliness, quality of service, etc. detailedinstruction had been / are being issuedfrom time to time. Number of orders onpolicy matter have also been issued.

12.7.2 Every year, Scholarship is granted to eligible wards of canteen employees fromthe Discretionary Fund of Director(Canteens). A Revised Scholarship Schemehas been introduced for the meritoriouswards of the canteen staff.

12.7.3 Training programmes wereorganized for Canteen Attendants atInstitute of Hotel Management, Pusa. 141Canteen Attendants were trained during2011-12. Inspection of 30 DepartmentalCanteens has also been undertaken.

Staff Welfare

134 135

Chapter – 13THE RIGHT TO INFORMATION ACT, 2005


136 137

Chapter – 13THE RIGHT TO INFORMATION ACT, 2005

13.1 Right to Information is implicitlyguaranteed by the Const i tut ion.Nevertheless, recognizing a need for settingout a practical regime for securinginformation by citizens from the publicauthorities and to promote transparencyand accountability in the working of allpublic authorities, the Parliament enactedthe Right to Information Act in 2005.

13.2 The law is comprehensive and coversdisclosure of information on almost allmatters of governance. It is applicable toGovernment at all levels- Union, State andLocal and also to the bodies owned,controlled or substantially financed directlyor indirectly by the government. It covers alllegislative bodies, the judiciary, theexecutive and all Constitutional bodies.

13.3 The Act applies a two prongedstrategy for dissemination of information. Itcasts an obligation on public authorities forsuo-motu disclosure/publication of largeamount of information. It also requires thepublic authorities to supply informationcalled for by any citizen and to permit him toinspect the documents and collect samplesof various works. The procedure for seekinginformation is very simple. A person seekinginformation has to make a request to theconcerned Public Information Officerindicating the information required and theaddress at which the information isrequired. The request may be sent either bypost or submitted in person. It can be madein Hindi or English or in the official language

of the area in which the application is madeand can also be sent through email.

13.4 The Act creates an elaboratemachinery to ensure supply of informationwhich consists of Public InformationOfficers, Assistant Public InformationOf f icers , Departmenta l Appe l la teAuthorities, independent Central and StateInformation Commissions etc.

13.5 The Act requires supply ofinformation on time bound basis. A PublicInformation Officer is required to sendinformation called for at the specifiedaddress within 30 days. In case ofinformation concerning the life or liberty of aperson, the information is provided withinforty eight hours. If the information is notprovided within the prescribed period, theAct makes provision for imposition ofstringent penalty on the Public InformationOfficer. The Public Information Officer may have to pay a penalty of Rs.250 per day ofdelay subject to a maximum penalty of Rs.25,000/-.

13.6 The Information Act has created asystem of two appeals. If an applicant doesnot get information within the prescribedperiod or the applicant is not satisfied withthe reply given to him, he can make firstappeal within 30 days to the departmentalappellate authority who is generally the nextsuperior officer to the Public InformationOfficer. If the applicant is not satisfied withthe decision of the first appellate authority,

The Right to Information Act, 2005

136 137

he can file a second appeal to the CentralInformation Commission or the StateInformation Commission, as the case maybe, within 90 days.

13.7 The provisions of the Act have beenmade over-riding in character, so that thescheme is not subverted through theoperation of other minor Acts. However,certain types of information pertaining tosecurity of the country, scientific oreconomic interest of the country andinformation on trade secrets, etc. areexempted from disclosure. Certain securityor intelligence organizations, have beenexempted from disclosing any informationexcept pertaining to corruption or violationof human rights. Such organizations arerequired to designate Public InformationOfficers and first Appellate Authorities todeal with applications and appeals relating to information pertaining to corruption orviolation of human rights.

13.8 The Government of India hasconstituted the Central InformationCommission and all the 27 States to which the Act applies have constituted StateIn format ion Commiss ions . TheseCommiss i ons a r e h i gh powe r edindependent bodies which, inter-alia, canlook into the complaints made to them anddecide the appeals. The Commissions have power to impose penalty on the defaultingPublic Information Officers. CentralInformation Commission entertainscomplaints and appeals in case of offices,financial institutions, public sectorundertakings, etc. under the CentralGovernment and the Union Territories whilethe State Information Commissionsentertain complaints and appealspertaining to offices, financial institutions,

public sector undertakings, etc. under theconcerned State Government.

13.9 T h e C e n t r a l I n f o r m a t i o nCommission, when constituted initially,had five Commissioners including the ChiefInformation Commissioner. TheG o v e r n m e n t h a s s u b s e q u e n t l ystrengthened the Commission and it hasnow eight Information Commissionersheaded by the Chief InformationCommissioner.

13.10 The Act enables the respectiveGovernments to make rules to carry out itsprovisions. The Central Government hasnotified two sets of rules namely; the Rightto Information (Regulation of Fee and Cost)Rules, 2005 and the Central InformationCommission (Appeal Procedure) Rules,2005.

13.11 The Central Fee Rules provide that arequest for obtaining information shall beaccompanied by an application fee of rupeesten by way of cash against proper receipt orby demand draft or bankers’ cheque orIndian Postal Order payable to the AccountOfficer of the public authority. Theapplicant may have to pay fee in addition toapplication fee for obtaining documents orfor inspecting the documents as follows:

(i) Rs.2 for each page in A-4 or A-3 size ofpaper

(ii) Actual charge or cost price of a copy inlarger size paper.

(iii) Rs.50 per floppy or diskett

(iv) for inspection of records, no fee for thefirst hour; and a fee or rupees five(Rs.5/-) for each subsequent hour (orfraction thereof)


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(v) for information provided in printedform at the price fixed for suchpublication or rupees two per page ofphotocopy for extracts from thepublication.

13.12 The persons below poverty line arenot required to pay any fee for seekinginformation.

13.13 The Appeal Rules notified by theGovernment of India prescribe theprocedure for deciding appeals by theCentral Information Commission. SimilarRules have been notified by the States. TheCentral Rules, in particular, provide for thefollowing aspects of the appeal:

(i) Contents of the appeal

(ii) Documents to be enclosed with theappeal

(iii) Procedure for deciding appeal

(iv) Procedure for service of notice by theCommission

(v) Personal presence of the appellant

(vi) Order of the Commission

13.14 In order to ensure effectiveimplementation of the provisions of the Act,the Government has issued instructionsrequiring all public authorities to updaterecords, improve infrastructure and bringout necessary manuals as provided in theAct; designate the first appellate authoritiesalongwith the Public Information Officersand publish their particulars; comply withthe provisions regarding suo-motudisclosure; create a central point within thepublic authority to receive applications forinformation and appeals etc. The

Government has also published five Guides,one each for the Information Seekers, theCentral Public Information Officers, FirstAppellate Authorities, Public Authoritiesand one consolidated Guide for the use of allthe stake-holders. There is a dedicatedwebsite on RTI www.rti.gov.in, whichcontains valuable information includingcirculars, notifications and Guides on RTI,search facility for locating CPIOs andAppel la te Author i t ies in Centra lGovernment etc. It has a linkage with otherRTI related sites as well.

13.15 Government, through a CentrallySponsored Scheme (2008-09 - 2009-10),has taken steps to strengthen the StateInformation Commissions and enhance thecapacity of officers dealing with the right toinformation matters by imparting training.Financial help has been provided to theState Administrative Training Institutes fortraining various stakeholders. Efforts havebeen made to create awareness about RTIthrough media and intervention ineducational medium.

13.15.1 In order to continue to support theSICs and ATIs in the area of awarenessgeneration and capacity building, a newscheme titled ‘Improving transparency andaccountability in government througheffective implementation of Right toInformation Act’ was launched inAugust,2010 for the remaining two yearsof the 11th plan period (2010-11 and2011-12).

13.15.2 The above Plan Scheme hascomponents of Training of CPIOs,/Appellate Authorities, SPIOs/AppellateAuthorities, Awarness Generation, RTIFellowship Internship on RTI setting up of

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RTI Cells etc. During the year 22 half-daytraining programmes were held for CPIOs ofvarious Public Authorities. On the trainingof CPIOs / SPIOs a sum of Rs.129.90 lakhswas spent upto 31st March, 2012. Thecomponent of awareness generationincludes mass media campaign andpublication of guide books. An expenditureof Rs.1729.46 lakhs was incurred on thiscomponent till 31st March, 2012.

13.15.3 Under the Scheme DoPT hasintroduced four short-term fellowships toresearchers from the field of Media/CivilSociety Professionals/RTI Trainers toconduct filed based research on themesrelating to RTI. The Fellowship Schemeenvisages understanding of the status of theimplementation of the Act, including itssuccesses, constraints in its implemen-tation and how those are being/could beovercome and what more needs to be doneto help achieve the objectives of the Act.During the year under Review, four personswere selected for grant of RTI fellowships for3 months from April, 2011 to June,2011and they have submitted their FellowshipReports. Under this component a sum ofRs.7.55 lakh was spent upto December,2011.

13.15.4 C o n s i d e r i n g t h e n e e d t oconsolidate and document the experiencesof the Ministries/Departments ofGovernment of India in the implementationof RTI, its successes, constraints inimplementation, identify the areas whichneed more attention, address the gap areasand see what more need to be done to help achieve the objectives of the Act, DoPT hasintroduced a Short Term Internships toUndergraduates pursuing five year

integrated course in Law and pursuing PostGraduation in Law to conduct an analysis ofRTI applications in Select PublicAuthorities. During the year under reviewinternship has been offered to six studentsfrom National Law University, Delhi.

13.16. With a view to create a brand forthe Right to Information, a logo given belowhas been adopted for the RTI on 28thOctober, 2010. The logo is very simple andiconic. A sheet of paper with information onit, and the authority figure behind it –providing the information. This representsthe two key stakeholders in the process ofsharing information under the RTI Act.

13.17 A theme based song on RTI hasbeen launched on 15th August, 2011. AnAudio-visual and Audio publicity campaignfor both the RTI song and RTI logo has beenundertaken through various channels ofDoordarshan, private channels ofTelevision, All India Radio and privatechannels of Radio in Hindi and 10 regional languages. A longer (three minutes) versionof the RTI song has also been released on30th September, 2011 in Digital theatres(having more than 625 seats each) in Hindibelt of India for awareness generation.

13.18 A portal ‘RTI Gateway’ has beenlaunched which provides access to acomprehensive repository of resources onRTI created and collected over a period oftime, which can address varying needs ofindividual/institutional stakeholder of RTIimplementation regime.

13.19 The Government has beeninvolving the Civil Society Organisations in formulating strategy towards theimplementation of the RTI Act. A task force


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on suo-motu disclosure has been set up. Ithas representatives from Civil Society tofacilitate better suo-motu disclosure underthe RTI Act.

13.20 I n o r d e r t o b r i n g m o r etransparency into the selection proceduref o r a p o i n t m e n t o f I n f o r m a t i o n

Commissioner in the Central InformationCommission, a Search Committee was setup under the chairmanship of the CabinetSecretary. The Search Committee invitedparticiulars of interested person. 1nresponse, 214 applications were received.The Selection Committee under theChairmanhip of the Prime Ministerrecommended to the President, names ofthree persons for appointment asInformation Commissioners. Three newCommissioners were appointed by theHon’ble President on 1st March, 2012.


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Chapter – 14THE RESULTS FRAMEWORK DOCUMENT FOR THE DEPARTMENT

& CITIZENS' CHARTER


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14.1 The Prime Minister approved asystem for Monitoring and Evaluating thePerformance of Government Departmentsand Ministries on 11.09.2009. Under thissystem, all the Departments are expected toprepare a Results-Framework Document(RFD) summarizing the main objectives andcorresponding action for the year. The HighPowered Committee on GovernmentPerformance in its meeting held on28.01.2010 decided to include theDepartment of Personnel and Training(DoP&T) in Phase II of the PerformanceMonitoring and Evaluation System inGovernment Departments and Ministries.

14.1.1 The essence of the proposed systemof RFD is simple. It seeks to address threebasic questions: (a) What are the mainobjectives of the Government Departmentfor the year? (b) What actions are proposedto achieve these objectives? (c) How wouldwe know at the end of the year the degree ofprogress made in implementing theseactions? That is, what are the relevantsuccess indicators? Accordingly, thisdepartment prepared its RFD for the year2010-11. The RFD of the department isavailable on the department’s websitewww.persmin.gov.in

14.2 Strategy and Strategic Plan of the

Department

As a part of RFD exercise for the year2010-11, this department has preparedStrategy and Strategic Plan for the next five

years. While preparing the Strategy, DoP&Thas had wide stakeholder consultationalong with open house discussion and brainstorming session within the department.Further in the process, an InternationalSeminar was organised at Mussoorie, whichprovided the requisite inputs for developingthe Strategy of the Department. Thedepartmental Strategy was finalised for thenext five years and approved in February,2011.

14.2.1 The Strategy of the Departmentendeavours to respond to the challenges ofimproving performance, bringing efficiencywith transparency in public service whilekeeping pace with the changingenvironment in the public service. The sixstrategic goals and key strategic actions forachieving them are listed below:

Strategic Goals

(i) Attract the most suitable.

(ii) Nurture excellence.

(iii) Incentivise excellence.

(iv) Revital ise Junior and MiddleManagement in Central Secretariat.

(v) Strengthen Vigilance administration.

(vi) Bring more Transparency in PublicAffairs.

Key Strategies/Strategic Actions

(i) Define an over arching, credible and

Chapter – 14THE RESULTS FRAMEWORK DOCUMENT FOR THE DEPARTMENT

& CITIZENS' CHARTER

The Results Framework Document for the Department & Citizen Charter

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transparent broad Personnel Policywith a clear cut mandate which isnon-negotiable.

(ii) Introduce requisite reform in CivilServices Examination with theobjective of attracting the mostsuitable candidates with the rightKnowledge, Skills and Attitudes.

(iii) Build the brand image for all levels ofservice.

(iv) Make the recruitment and placementprocess more objective by specifyingjob descriptions with pre-defined andwidely disseminated selection criteriaa n d e l i m i n a t e e l e m e n t s o farbitrariness.

(v) Enrich the work environment tomaximise system effectiveness ando p t i m i z e H u m a n R e s o u r c eutilisation.

(vi) Secure adequate and effectiverepresentation of socially andeconomically disadvantaged groupsin the society.

(vii) Develop innovative tools for capacitydevelopment, including mentoring,on-line training and on the jobtraining.

(a) Ensure adherence to theprinciple of at least 2.5% of thes a l a r y b u d g e t o f e a c hoffice/organisation being setapart for training and alsointroduce an element o fmandatory capacity buildingcomponent in each scheme.

(b) Interact with achievers &

l u m i n a r i e s t h r o u g hconferences/seminars whilelearning and developmentthrough international bestpractices.

(viii) Develop an Inclusive Policy framework; an appropriate organizationalculture to develop creativity,innovation, responsiveness, andethical values leading to “excellence”at all levels in government.

a) Make organisation/agenciesaccountable for providing trainingof opportunit ies for theiremployees.

(ix) Mandate training of frontlinepersonnel through a competencyframework that stipulates:-

(a) Each job is performed by ap e r s o n w i t h r e q u i s i t ecompetencies

(b) Core and sector-speci f iccompetencies – with specialfocus on attitude

(c) Induction as well as refreshertraining at least once in fiveyears.

(x) S t r e n g t h e n t h e r e q u i r e dinfrastructure for training anddevelopment through:-

(a) Setting up a National TrainingCouncil and strengtheningT r a i n e r D e v e l o p m e n tProgramme to provide widecoverage.

(b) Collaborating with ATIs in


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attaining the goal for trainingfor all.

(xi) Promote work life balance.

(xii) Create fair and credible standards forappraisal of individual’s performancewith reference to benchmarked baset rends as re f l ec ted in subRFD/Annual Act ion Plan atgroup/division level.

(xiv) Review existing schemes andi n t r o d u c e n e w s c h e m e s o fmonetary/non monetary incentivesfor extraordinary performance.

(xv) Recognise specified percentage ofoutstanding officers/employees everyyear and reward them throughspec ia l ly des igned incent iveschemes.

(xvi) Make use of Human ResourceInformation System (HRIS) for all theServices/Cadres managed by theDepartment with a v iew torecognising performance andrecommending incentives.

(xvii) Recognise, select and sustainindividuals who provide strongleadership and direction for theDepartment/Organisation.

(xviii) Correct and timely assessment ofmanpower needs in Ministries/Departments

(a) I T based p lann ing andforecasting of manpower basedon current allocation of posts

(b) IT based Cadre ManagementSystem

(c) Re-assessment of Junior/Middle Management Staff inCentral Secretariat.

(d) Development of competencyframework for various positions

(e) Assessment of viability ofintroduction of EA System

(xix) Recruitment, promot ion andplacement of suitable staff in a timelymanner keeping needs of Ministriesas well as employees in view.

(a) Review of direct recruitmentpolicy in Central SecretariatServices

(b) Introduce a system of personaldevelopment plan in a gradualmanner

(c) Provide competency frameworkbased training to all employees asper CTP

(d) Inst i tut ional i ze induct iontraining

(e) Continuous training throughinnovative tools viz., onlinetraining, mentoring, etc.

(f) Placement of staff- balancing theneed, of individuals for careeradvancement, of departments forskilled staff and of Government topromote fairness in opportunity& promotion of integrity.

(xx) Strengthening HR management forCentral Secretariat Services by:-

(a) Developing core HR Managersin the Ministries as well as CSDivision.

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(b) Streamlining distribution ofHR functions between DOPTand Cadre Units for efficiencyand effectiveness using ICT.

(c) Institutionalize systems foro p e n a n d t r a n s p a r e n tengagement with Ministriesand employees in a sustainedmanner.

(d) Review and strengthen systemfor redress of employees’grievances.

(xxi) Reduce the trust def ic i t inGovernment by simplifying existingR u l e s a n d P r o c e d u r e s f o rreimbursement of personal claims &perquisites.

(xxii) Develop a preventive mechanismthrough psychological profiling atentry level.

(xxiii) Laying down, inculcating andnurturing organizational values at alllevels through:-

a) Providing training on ethics atall levels.

b) Reviewing and amending ther u l e s a n d p r o c e d u r e sr e g u l a t i n g R e g u l a rDepartmental Action (RDA)cases to ensure that violatorsare dealt with surely andswiftly.

c) I m p r o v i n g p r o c e s s f o rpunishing violat ions byproviding for Alternate DisputeResolution and negotiatedpenalty.

d) I m p r o v i n g s y s t e m s o fcommunication at all levelsand encouraging ethicalbehaviour.

(xxiv) S t r e n g t h e n i n g i n s t i t u t i o n a lmechanism for prevention anddetection of corruption amongstpublic servants.

(xxv) Improving public and mediaperception of the Government byhighlighting achievements andmaking an example of thosepunished.

(xxvi) Develop ICT tools for reducingd i s c r e t i o n a n d i m p r o v i n gtransparency in public dealingdepartments.

(xxvii) Institutionalize system for effectiveimplementation of provisions for suo-moto disclosure by public authorities

(a) Lay down detailed rules andtemplates for suo-motodisclosure.

(b) Audit of suo-moto disclosuremade by Public authorities.

(xxviii)Strengthen demand side throughawareness generation, training andeffective collaboration with civilsociety and media

(a) Develop and implement a longterm communication strategyfor RTI which synergizes theefforts of central and stategovernments, CIC /SICs,CSOs, and Media.

(b) Establish identity of RTI


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through effective use of RTIlogo and media campaign.

(c) Support State governmentsand SICs in their awarenessgeneration efforts.

(d) Build capacity of general publicto use the RTI Act effectivelythrough publication of Act,Rules, guidebooks etc. ,t r a i n i n g , a n d t h r o u g hsupporting efforts of Stategovernments and CSOs in thisregard.

(xxix) Enhance capability of PublicAuthor i t i e s , Cen t ra l Pub l i cInformation Officers, AppellateAuthor i t ies and Informat ionCommissions to perform theirassigned roles under the Act.

(a) Training of CPIOs/ AAs andsupport to states for training ofSPIOs and AAs.

(b) Capacity building of ICs.

(c) Streamlining procedures andstrengthening of infrastructurefor handling RTI requests inCentral Public Authorities.

(d) Review and streamliningr e c o r d m a n a g e m e n tprocedures in Central PublicAuthorities, in consultationwith DARPG.

(e) F a c i l i t a t e u p d a t i n g o fknowledge of CPIOs and AAs ona continuous basis.

(xxx) Strengthen institutional framework

for implementation of the RTI Actthrough:-

(a) Review and revision of RTI Actand Rules and re la tedprocedures, as per need.

(b) Sett ing up institutionalarrangements for ‘KnowledgeManagement’ in regard to RTIa n d d i s s e m i n a t i o n o fknowledge.

(c) Review of procedures forselection of CIC / ICs.

(d) Review of Government-CICrelationship for smootherfunctioning of CIC.

(e) Setting up a forum for regularexchange of views between thegovernment, InformationCommissions and CSOs forbetter implementation of theAct.

(f) Undertaking and supportingsurveys, research and studieson issues relating to the Act.

(xxxi) Improve public access to informationthrough use of ICT by:-

(a) Setting up a call centre toreceive RTI applications forcentral public authorities.

(b) Setting up a portal for enablingon-line submission and followup of RTI applications and firstappeals.

(c) Facilitating filing of RTIapplications by NRIs throughuse of ICT.


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Detailed Strategy and Strategic Plan isavailable on the department’s websitewww.persmin.gov.in

14.2.2 Accordingly, this department hasprepared its RFD taking key strategies andStrategic Actions as objectives for RFDs forthe year 2011-12 and 2012-13.

14.2.3 Citizens’/ Clients’ Charter andSevottam Compliant Public GrievanceSystem of the Department:

As per the mandatory requirement of RFD,the department has also prepared itsCitizens’/Clients’ Charter and developedSevottam compliant Public GrievanceRedress System.

14.3 Though this department primarilydeals with the Government organisationsand government employees however, aminiscule of its service can be said to beconcerned with the citizens particularly theapplicants whose names are recommendedby Commissions (UPSC & SSC etc.) forappointment at various levels. Theapplicants may qualify to be citizen till theyare appointed with the government. Themajor part of the service being delivered by this department is for the governmentagencies or for the government employees.It is because of this, the charter prepared bythis department has been named as“Citizens’/Clients’ Charter. In the charter,the department has identified some of thecore services being offered by its variousdivisions and their standards. This hasbeen undertaken by a task force inconsultation with the Stakeholders. Whileidentifying the services the focus has beenon measurable and verifiable services andtheir standards. The charter also contains

its own Grievance Redress Mechanismrelated to the services mentioned in theCitizens’/Clients’ Charter.

As per the mandatory requirement ofResults-Framework Document (RFD), theCit izens ’/Cl ients ’ Charter of theDepartment was reviewed by the Ad-hocTask Force constituted by the PerformanceManagement Division, Cabinet Secretariat. The Ad-hoc Task Force appreciated theefforts of the Department and suggestedsome changes/modifications, which wereduly carried out and the revised Charter hasbeen uploaded in the website of theDepartment by the target date. The revisedCit izens ’/Cl ients ’ Charter of theDepartment contains the services providedby the various Divisions, name and contactdetails of the responsible officer, servicestandards and time taken, process involved,and documents required. The revisedCitizens’ Charter was uploaded on theDOPT’s website on 16.01.2012. The Charteralso contains the name and contact details of Public Grievance Officer. The servicesincluded in the Citizens’/Clients’ Charterare:

? Processing of proposals for ACCapproval.

?Allocation of Service on the basis ofresult of Civil Services Examination.

?Nomination of candidates forFoundation Course to whom servicehave been allocated.

?Release of Holiday List for theG o v e r n m e n t D e p a r t m e n t s /organizations.

? Release of Grants-in-aid to staff sideSecretariat of National Council (JCM).


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? Grant of advice on disagreementcases with UPSC on disciplinarymatters.

l larifications on ACRs/APARs.

? Processing for extension of ad-hocappointment/grant of approval.

? Process ing o f proposa ls forframing/amendment/relaxation ofRecruitment Rules (includingproposals received online onRRFAMS).

? Cadre Clearance for personal foreignvisits or/and Deputation.

? NOC for filling up of posts inGovernment organizations.

? Nomination of officers underDomestic Funding of ForeignTraining – Long Term TrainingProgrammes (6 month – 1 year) &Short Term Training Programmes(upto 6 months).

? Nomination of officers for AdvancedProfessional Programme in PublicAdministration (APPPA).

? A d v i s e / C l a r i f i c a t i o n t oMinistries/Department on the issueof reservation in service to ST/ST,OBC, PWD and Ex-Servicemen.

?Payment to vendors for invoicessubmitted, except Air Bills, in allrespects.

Review of implementation ofCitizens’/Clients’ Charter is a continuousprocess and the Department is committedto include more services and improveservice standards.

Public Grievances Redressal System:

The Department is implementing theCentralized Public Grievances Redress AndMonitoring System (CPGRAMS), an onlinegrievance redressal mechanism, developedand monitored by the Department ofAdministrative Reforms and PublicGrievances (DARPG). During the year 2011,the Department received 2335 grievances inCPGRAMS, and disposed of 1882grievances.

In addition, the Department alsoreceives grievances in hard copy fromcitizens and other Ministries/Departmentsof the Government of India. The grievancesare acknowledged and forwarded to thevarious Divisions for examination andredressal. The grievances which do notpertain to this Department are forwarded tothe concerned Ministry/Department andthe petitioner informed accordingly.

The Performance of redressal ofgrievances and implementation ofCPGRAMS in the Department isreviewed Divisions-wise periodically byJoint Secretary (AT&A) and measures toimprove the performance is taken up withthem.

Joint Secretary, DOPT is the Directorof Public Grievances for DOPT. As perthe instructions of Department ofAdministrat ive Reforms & PublicGrievances, Wednesday of every week ismaintained as a meeting less day so that thecitizens can meet o f f i c e r s conce rnedbetween 10.00 AM to 1.00 PM for redressalof grievances. The progress of disposal ofpublic grievances is monitored every monthto ensure quick disposal and avoidingpendency.

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Information and Facilitation Centre:

Information & Facilitation Centre(IFC) of this Department had been set upwith a Help Desk for providing informationto the citizens, both at North Block and LokNayak Bhawan. Apart from facilitating andguiding the citizens, the IFC disseminatesinformation regarding the Department ofPersonnel and Training and its activities.IFC has been set up keeping in view easyaccessibility for the citizen.

Staff Grievances Redressal

Department has in i t ia ted amechanism for redressal of grievances ofemployees. Online lodging of grievances byemployees has been enabled in the intra-department website, with the technicalsupport of NIC. The redressal/disposal ofgrievances by the concerned Section ismonitored by Director (Administration). Inaddition, two open house interactions withmembers of the staff have been held byDirector (Administration).


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Chapter – 15PROGRESSIVE USE OF HINDI IN OFFICIAL WORK

15.0 The Ministry continued to makeconcerted efforts to promote the use of Hindiin official work and to ensure compliance ofthe provisions of the Official Language Act,1963 as amended in 1967, and OfficialLanguage Rules, 1976 framed thereunderas also the various orders/instructionsissued by the Department of OfficialLanguage from time to time with a view toensure proper implementation of theOfficial Language Policy of the Union.

Machinery for Implementation and Translation

15.1 The Ministry has a full-fledgedOfficial Language Division headed by aDeputy Director (Official Language) withtwo Assistant Directors and othersupporting staff. This Division caters to theneeds of the Department of Personnel andTraining as well as the Department ofPension and Pensioners’ Welfare. There is aseparate OL Division under a DeputyDirector (Official Language) with necessarysupporting staff in the Department ofAdministrative Reforms and PublicGrievances.

Besides monitoring the implementation ofthe Official Language Policy and the AnnualProgramme, Official Language Divisionarranges in-service training for the staff forlearning Hindi Language, Hindi Typewritingand Hindi Stenography.

It also undertakes translation of thematerial received from various Sections/

Desks of the Ministry from English to Hindisuch as General Orders, Rules, Codes,Manuals, Standard forms, Notifications,Resolutions, Cabinet Notes (except theannexures relating to other Ministries/Deptts.), Administrative and other Reportsand Press Release etc. referred to in section3(3) of the Official Language Act, 1963 inaddition to Parliamentary and Budgetarymatters.

Kendriya Hindi Samiti

15.1.1 Kendriya Hindi Samiti headed by theHon’ble Prime Minister also suggestsvarious ways and means to the Ministries/Departments to promote the use of OfficialLanguage Hindi in the Official work. Theinstructions of the Committee are beingimplemented in the Department.

HINDI SALAHAKAR SAMITI

15.1.2 The tenure of the Hindi SalahakarSamiti of this Ministry expired on June 28, 2008. The reconstitution of the Samiti is inan advanced stage. The meeting of theSamiti will be organized as soon as thereconstitution process is completed.

Kendriya Rajbhasha Karyanavayan

Samiti

15.1.3 Kendriya Rajbhasha Karyan-avayan Samiti is headed by the Secretary,Department of Official Language. Thedirections of this Committee are beingcomplied with in the Department.

Progressive use of Hindi in Official Work

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Rajbhasha Karyanavayan Samiti

15.1.4 The meetings of the RajbhashaKryanavayan Samiti of the Department ofPersonnel and Training and the Departmentof Pensions and Pensioners’ Welfare wereheld on 26.04.2011 and 03.11.2011 todiscuss the Quarterly Progress Reports andto suggest various means for progressiveuse of Official Language in the Department.

SPECIFIC MEASURES TAKEN FOR

PROMOTING THE USE OF OFFICIAL

LANGUAGE HINDI

Quarterly Progress Report (QPR) and

Annual Assessment Report

15.2 To assess the work done by thepersonnel in Hindi in their official work, aQuarterly Progress Report is compiled aftercollecting the data from various Divisions /sections and sent to the Department ofOfficial Language on regular basis.Likewise, an Annual Assesment Reportrelating to the progressive use of Hindi isalso sent to the Department of OfficialLanguage.

Training of Hindi Language (Prabodh,Praveen and Pragya) under Hindi TeachingScheme and Hindi Typewriting andStenography .

15.2.1 During the year, 16 personnelwere nominated for Hindi TypewritingTraining .

Cash Awards and Incentive Schemes

15.2.2 An incentive scheme to encourageofficers and employees to do their work inHindi is in vogue in the Ministry. Under thisscheme, cash awards are given for originalnoting and drafting in Hindi.

Organising Hindi Pakhwara and Hindi

Divas

15.2.3 During Hindi Pakhwara (14thSeptember, 2011 to 13 October, 2011) HindiEssay, Hindi Noting and Drafting, SamanyaHindi Gyan Aur Vartni, Translation andHindi Poetry Recitation Competitions wereorganized and the participants who securedfirst, second and third position as also thosewho performed well will be given cash prizesand certificates. A total amount ofRs.38000/- was given to 35 successfulcontestants.

Hindi Workshops

15.2.4 One Hindi workshop wasorganized during the year under report tomotivate the personnel to do more and moreofficial work in Hindi.

Use of Hindi in the Attached and other

Offices

15.3 Steps taken to promote the use ofHindi in the Attached and Subordinateoffices are listed below:-

Of f ic ial Language Implementat ion

Committees

15.3.1 The Attached Offices of theMinistry have their own OL Units andOff ic ial Language ImplementationCommittees. The meetings of OfficialLanguage Implementation Committees arebeing held regularly in these offices.


15.3.2 The two Training Institutionsunder the Ministry viz., Lal Bahadur ShastriNational Academy of Administration(LBSNAA), Mussoorie and the Institute of


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Secretariat Training and Management(ISTM), New Delhi have made considerableprogress in providing the training materialin Hindi. ISTM has all the training materialin bilingual form.

Monitoring and Inspection

15.3.3 In order to assess the progressmade in implementing the Official LanguagePolicy and the Annual Programme,Quarterly Reports received from variousoffices are reviewed in the Official LanguageDivision and the progress made in theprogressive use of Hindi is discussed at

length in the quarterly meetings of theOff ic ial Language ImplementationCommittee of the Ministry and remedialmeasures are suggested to remove theshortcomings.

A team of officials from the OfficialLanguage Division of the Department ofPersonnel and Training inspects theDivisions/Sections and the AttachedOffices of the Ministry in a phased mannerand also suggests the ways and means fromtime to time to overcome the practicaldifficulties experienced in the course ofimplementing the Official Language Policy.

Progressive use of Hindi in Official Work

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Chapter – 16FINANCIAL MANAGEMENT


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16.1 The budget provision is made for

Secretariat Expenditure of the Ministry of

Personnel, Public Grievances & Pensions in

respect of:

(a) Department of Personnel & Training

which is entrusted with the work

relating to framing/ interpretation of

rules and regulations; recruitment,

promotion and reservation policy;

induction, training and refresher

courses for senior and middle

management level; service condit-

ions, vigilance, discipline, career and

manpower planning etc. The

provision includes Grants-in-aid

assistance to Civil Services Officers’

Institute, Grih Kalyan Kendra,

Residents Welfare Associations,

Sanskriti School etc. This also

includes provision for the Centrally

Sponsored Plan Scheme 'Propagation

of Right to Information Act' intended

for improving Transparency and

Accountability in Govt through

effective implementation of Right to

Information;

(b) Department of Administrative

Reforms & Public Grievances which

is entrusted with matters relating to

Administrative Reforms, O&M and

policy, coordination and redressal of

g r i e vances in c lud ing those

pertaining to Central Government

Agencies, hosting of Civil Service Day

/PM’s Award/Chief Secretaries

Conference. This also includes

provision for Modernisation of

Government Offices and Pilot

projects on Administrative Reforms;

and

(c) Department of Pension & Pensioners'

Welfare which administers all

schemes relating to retirement

benefits including Gratuity, Pension,

fringe benefits to pensioners etc. and

Pensioners’ Portal.

16.2 Provision is made for establishment-

related expenditure of the Central

Administrative Tribunals which have been

set up to look into the grievances of public

servants exclusively to avoid delay in

redressal of their grievances.

16.3 Provision is made for establishment-

related expenditure of the Staff Selection

Commission and expenditure on the

conduct of examinations for recruitment of

lower grade staff in Central Ministries/

Departments etc. This also includes

prov is ion for purchase of o f f ice

accommodation for NER, Guwahati office of

the Staff Selection Commission.

16.4 Provision is made for expenditure of

the Central Bureau of Investigation which

deals with investigation and prosecution in

corruption cases against public servants,

Chapter – 16FINANCIAL MANAGEMENT

Financial Management

155154


private persons, firms and other cases of

serious crimes. This also includes provision

for Modernisation of Training Centre of CBI,

CBI e-Governance, Construction of Office

Building for CBI Head Quarters and

provision for purchase of land and

construction of office/residence complex for

CBI.

16.5 The provision includes expenditure of

(a) Institute of Secretariat Training and

Management; (b) Lal Bahadur Shastri

National Academy of Administration; (c)

Grants to Indian Institute of Public

Administration; and (d) Other Training

programmes. These Organisations arrange

several training programmes including

foundation courses, refresher courses, mid-

career training, etc. so as to equip all levels /

grades of Secretarial functionaries with

adequate exposure to the latest Rules and

Regulations, aptitude etc. Salaries for

Direct Recruit Assistants who are to

undergo six months foundation course and

expenditure on domestic / overseas travel /

course fees etc. in respect of CSS officers

who are to undergo mandatory training at

the Institute of Secretariat Training and

Management as a pre-condition for

consideration for promotion to next higher

grade have also been included centrally in

the budget of this Ministry. This also

includes provision for Training schemes

viz., Training for all, Domestic Funding for

Foreign Training and Grant to Indian

Institute of Public Administration. This also

includes provision for improvement of

infrastructure and upgradation of essential

facilities of Lal Bahadur Shastri National

Academy of Administration, Mussoorie

including (a) Upgradation of LBSNAA to a

Centre of Excellence; and (b) Setting up of

National Centre for Good Governance and

provision for Augmentation of Training

Facilities at the Institute of Secretariat

Training and Management.

16.6 Prov is ion is a lso made for

establishment related Charged expenditure

of the Central Vigilance Commission and a

token provision for Lok Pal. This also

includes a Plan provision for IT enabling

Core CVC process.

16.7 Provision is made for establishment

related expenditure of Public Enterprises

Selection Board and Central Information

Commission. This also includes provision

for construction of office building of the

Central Information Commission, plan

schemes of CIC including digitization of

records, setting up of Video Conference

facilities, publicity material, etc. and a fresh

Plan provision intended for partial

assistance to State Governments in

construction of office buildings of the State

Information Commissions.

16.8 Provision is also made for Loans to

State Governments in respect of House

Building Advances paid to All India Service

Officers which is made centrally in the

budget of this Ministry.

16.9 Highlights of Plan and Non-Plan

allocation/expenditure is as follows:-

16.10 a) The following Central Sector

Schemes implemented by this Ministry

during the Eleventh Five Year Plan have

been proposed for continuation in the 12th

Five Year Plan 2012-17.

156 157


b) Two new Central Sector Schemesas under are proposed for inclusion in the12th Five Year Plan.

(i) “Modernisation and Strengthening ofI n f r a s t r u c t u r e o f C e n t r a lAdministrative Tribunals” is alsoproposed for which ‘in principle’

approval of Planning Commission hasbeen received.

1. Training for All – Support for Training Activities and Capacity Building forProject Appraisal

2. Domestic Funding for Foreign Training

3. Grant to IIPA

4. Augmentation of Training facilities in ISTM

Improvement of Infrastructure and Upgradation of Essential Facilities at LBSNAA

5. Upgradation of LBSNAA to a Centre of Excellence

6. Setting up of National Centre for Good Governance

7. Plan Schemes of CBI: Modernization of Training Centre of CBI

8. CBI e-Governance

9. Purchase of land and construction of office complex for CBI, Mumbai office

10. Establishment of Technical and Forensic Support Units of CBI

11. Comprehensive modernisation & Purchase of land and construction ofbuildings for CBI

Plan Schemes of CIC

12. Construction of CIC Office Building (Capital)

13. Other Plan Schemes of CIC (Revenue)

Propagation of RTI Act : (Centrally sponsored Plan Scheme)

14. Improving Transparency & Accountability in Govt. through effectiveimplementation of RTI Act

15. Plan Schemes for Administrative Reforms

16. Pensioner’s Portal

156 157


Demand No. 72 : Ministry of Personnel, Public Grievances and PensionsAnnual Plan Outlay 2011-12 (Rupees in crores)

Name of the Programme / Scheme

11th Plan Actuals BE Actuals AnticipatedExpenditure

(RE)

OriginalOutlay

2010-11 2011-12 2011-12(upto

30/12/2011)

2011-12

1 2 3 4 5 6 7 8

Central Sector Schemes

1 Revenue 67.50 17.03 18.00 13.38 18.00

2 Domestic Funding for Foreign Training Revenue 68.20 20.94 28.00 16.64 28.00

3 Grant to IIPA Revenue 10.00 2.53 3.00 1.58 3.50

4 Augmentation of Training Facilities at ISTM Revenue 4.32 5.00 20.00 3.89 10.00Improvement of Infrastructure and upgradation of essential facilities at LBSNAA

5 Upgradation of LBSNAA to a centre of excellence

Revenue 27.00 10.06 5.08 3.17 5.52

Capital 81.00 20.94 32.74 13.14 25.49

6 Setting up of National Centre for GoodGovernance

Revenue 43.00 0.00 0.50 0.00 0.00

Plan Schemes of CBI

7 Modernization of Training Centre of CBI Revenue 5.40 0.81 1.00 0.003 1.15

8 CBI e-Governance Revenue 3.78 0.05 14.76 0.00 11.84

9 Purchase of land & construction of office /residence complex for CBI Mumbai office

Capital 0.00 0.00 22.29 17.00 9.00

10 Establishment of Technical and ForensicSupport Units of CBI

Revenue 0.00 0.57 0.10 0.00 3.32

11 Construction of CBI Hqrs. Office Building Capital 59.40 86.73 0.10 0.00 17.27

12 Comprehensive Modernization & Purchase ofland/construction of buildings for CBI

Revenue 0.00 0.00 25.00 0.00 4.40

Capital 0.00 0.00 11.50 0.00 0.00

Plan Schemes of CIC

13 Construction of CIC Head office building Capital 18.50 0.00 1.00 0.00 0.30

14 Other Plan Schemes of CIC (Effectiveimplementation of RTI Act)

Revenue 8.10 1.70 1.30 0.70 0.95

Capital 0.00 1.50 0.00 0.00

Plan Schemes of CVC

15 IT enabling core CVC Processes Revenue 0.00 2.28 1.00 0.82 2.36

Propogation of RTI Act Centrally sponsored Plan Scheme

16 Improving Transperancy & Accountability inGovt. through effective implementation of RTIAct.

Revenue 0.00 9.18 26.60 18.74 24.60

17 Strenthening of infrastructure of StateInformation Commissions (Grants for creationof Capital Assets)

Revenue 0.00 25.00 0.00 0.00

18 Creation and maintenance of e-service bookand other service records of the Governmentof India employees.

Revenue 0.00 0.00 1.00 0.00 0.00

D/o AR & PG

19 Plan Schemes for Administrative Reforms Revenue 94.90 16.67 20.11 8.80 17.00

D/o Pension & Pensioners Welfare

21 Pensioners' Portal Revenue 2.70 0.24 0.42 0.06 0.42

Total 493.80 194.73 260.00 82.74 183.12

Revenue 334.90 87.06 190.87 52.60 131.06

Capital 158.90 107.67 69.13 30.14 52.06

Head ofAccount

Training for All – Support for Training Activities

and Capacity Building for Project Appraisal

158 159

Actuals BE Actuals RE2010-11 2011-12 As on Dec., 2011 2011-12

REVENUEAdministration of Justice (CAT)

(Major Head -2014)Salary 44.72 48.50 38.00 48.50Others 10.33 9.48 6.45 12.88Total 55.05 57.98 44.45 61.38

Public Service Commission(SSC)(Major Head -2051)

Salary 15.86 16.35 12.58 16.35Others 36.39 21.86 16.06 38.03Total 52.25 38.21 28.64 54.38

Secretariat General Services(M/o Personnel, PG & P) (Major Head -2052)


Police- Criminal Investigation and Vigilance(CBI and Interpol & Coord Wing) (Major Head -2055)

Salary 208.45 199.06 186.36 238.40Others 57.54 44.47 38.81 59.23Total 265.99 243.53 225.17 297.63Training(LBSNAA, ISTM & Other Training Schemes) (Major Head -2070)


Vigilance (CVC & Lok Pal) (Major Head - 2070)


Other Expenditure (PESB & CIC) (Major Head - 2070)


TOTAL (REVENUE)Salary 343.32 341.87 300.03 387.35Others 180.49 159.42 105.94 184.84Total 523.81 501.29 405.97 572.19

CAPITALCapital Outlay on Police

CBI-Motor Vehicles/Machinery &Equipments (Major Head -4055)

0.0 0.00 0.00 0.03

Capital Outlay on Public WorksStaff Selection Commission

(Major Head -4059)

0.00 0.49 0.00 0.49

Loans & Advances to StateGovernment

HBA to AIS Officers (Major Head-7601)

5.00 5.00 0.00 0.10

TOTAL (CAPITAL) 5.00 5.49 0.00 0.62GRANT TOTAL 528.81 506.78 405.97 572.81

Salary 343.32 341.87 300.03 387.35Others 185.49 164.91 105.94 185.46

NON-PLAN ALLOCATIONS (` in crores)


158 159

Department of Administrative

Reforms&

Public Grievances

16.12 Comptroller & Auditor General of India

As on date, there is only one C&AG observation pending in this Ministry which hasbeen responded to for vetting of draft ATN by C & AG.

16.13 Statutory Audit Paras

Sl.No. Name of the office No. of outstanding

paras as on 31.12.2011

1 Staff Selection Commission 34

2 Central Administrative Tribunal 17

3 Deptt. Of Personnel & Training 32

4 Welfare Division 20

5 Central Vigilance Commission 8

6 Central Information Commission 18

7 Lal Bahadur Shastri National Academy 4of Administration

8 Union Public Service Commission 6

9 Central Bureau of Investigation 1

10 Institute of Secretariat Training and Management 10

11 Department of AR&PG 10

12 Deptt. of Pensions & Pensioners Welfare 15

TOTAL 175

All the concerned authorities have been instructed to take steps for early settlement of theaudit objection.


160 161

Department of Administrative

Reforms&

Public Grievances

Department of Administrative Reforms & Public Grievances

160 161

The Department of AdministrativeReforms and Public Grievances is the nodalagency of the Government of India foradministrative reforms as well as redressalof public grievances relating to the States ingeneral and those pertaining to CentralGovernment agencies, in particular. TheDepartment endeavours to document anddisseminates successful governancepractices by way of audio-visual media andpublications. The Department alsoundertakes activities in the field ofinternational exchange and cooperation topromote public service reforms. TheDepartment is headed by the Secretary,Department of Administrative Reforms &Public Grievances and Pensions &Pensioner’s Welfare. There is an AdditionalSecretary, one Joint Secretary, 7Director/Deputy Secretary and 14 UnderSecretary level officers. There are 7Divisions in the Department namelyAdministrative Reforms, Organization &Methods, E-Governance, Documentation & Dissemination, International Cooperation,Administration & Coordination and PublicGrievances. An organizational chart of the

Department is at Annexure-I.

As per the Government of India

Allocation of Business Rules, the followingsubjects have been allotted to theDepartment of Administrative Reforms &Public Grievances:

1. Administrative Reforms, including e-governance and dissemination of bestpractices.

2. Organization and methods.

3. Policy, coordination and monitoringof issues relating to –

(a) Redress of public grievances ingeneral; and

(b) Grievances pertaining to CentralGovernment agencies.

4. (a) Research in public management;

(b) Liaison with State Governments,professional institutions etc. inpublic management matters.

5. Administration of Central SecretariatManual of Office Procedure:

The following are the Vision, Missionand Functions of the Department ofAdministrative Reforms & PublicGrievances:-

INTRODUCTION


162 163

Vision

Facilitate pursuit of excellence in governance for the benefit of all citizens

Mission

To foster excellence in governance and pursuit of administrative reforms through

• Improvements in government structures and processes

• Promoting citizen-centric governance with emphasis on grievance redressal.

• Innovations in e-Governance.

• Documentation and dissemination of best practices.

Objectives

i) Promoting administrative reforms in government policies, structures andprocesses ;

ii) Promoting reforms through e-Governance ;

iii) Formulation of policy and coordination of issues relating to redress ofgrievances;

iv) Dissemination of governance knowledge and best practices.

FUNCTIONS

i) Promoting e-Governance in citizen centric initiatives;

ii) National Conference on e-Governance and grant of National awards;

iii) Matters relating to administrative reforms;

iv) Implementation of guidelines on Government websites;

v) Servicing Core Group on Administrative Reforms and Group of Ministers;

vi) Publication of quarterly journal-Management in Government and MonthlyNews Letter – Civil Services News.

vii) Follow up of matters relating to implementation of Reports/ Recommendationsof Second Administrative Reforms Commission

INTRODUCTION

Department of Administrative Reforms & Public Grievances

162 163

PERFORMANCEviii) Organization of Civil Services Day, Chief Secretaries Conference andConference of the Administrative Reforms Secretaries of the States/UTs

ix) Documentation and dissemination of best practices and matters relating toPM’s award in excellence in Public Administration

x) Governance Knowledge Centre-an interactive portal of best practices

xi) Central Secretariat Manual of Office Procedures

xii) Assistance for modernization of Government offices

xiii) Capacity building, change management and Government Process Re-engineering to provide reform through e-Governance

xiv) International exchange and co-operation in the field of public administrationand governance.

xv) Monitoring and facilitating redress of public grievances in general andgrievances pertaining to Central Government agencies in particular.

xvi) Creation and upgradation of online framework for efficient handling of publicgrievances through Centralised Public Grievance Redress and MonitoringSystem (CPGRAMS) and its introduction in Central GovernmentMinistries/Departments and State Governments/UTs.

xvii) Facilitation and co-ordination of implementation of ‘Sevottam’ Framework forexcellence in Public administration in Central Government Ministries/Departments/ Organizations and States/UTs & Local Governmentinstitutions

xviii) Servicing the Standing Committee for Grievances of Joint Secretary Levelofficers and above.

xix) e-Office Mission Mode Project under NeGP.


164 165

As per the Results FrameworkDocument of the Department ofAdministrat ive Reforms & PublicGrievances for the year 2011-12, thefollowing are the targets of activities to beachieved by the Department during the yearbased on its objectives:-

1. Objective:- Promoting administ-rative reforms in government policies,structures and processes.

i. Consideration of the recomme-ndations relating to theremaining two reports of the2nd ARC.

ii. Implementat ion for theremaining accepted recom-mendations of 2nd ARC

iii. Preparation of Research/Background papers

iv. Prime Minister’s Awards forE x c e l l e n c e i n P u b l i cAdministration

v. F r a m e w o r k o f S o c i a lAccountability

vi. Formulation of Framework forInternal Control and RiskManagement

vii. Finalization of State ofGovernance Report

viii. Modernization of Governmentoffices

ix. Central Secretariat e-Manualof Office Procedure

2. Object iv e :- Promoting reformsthrough e-Governance

i. Implementation of e-Officeapplication in 5 Ministries/Departments/ Organizations

ii. Organizing National Confer-ence on e-Governance andgiving away of National Awards

iii. Publishing of compendium ofselect papers on issues of e-Governance, case studies of theprevious year’s awardees,compilation of national andinternational best practice onselected topic

iv. Finalisation of 3 year MasterTraining Plan under NeGP

3. Objective:- Formulation of policy andcoordination of issues relating toredress of grievances.

i. Holding review meetings onredress of public grievances in90 central Ministries/Depar-tments/Organisations

ii. Organization of CPGRAMSTraining Sessions in 90Ministr ies/Departments/Organisations

iii. Completion of CPGRAMS pilotprojects in 2 States/UTs

iv. Organising 4 workshops onS e v o t t a m f o r C e n t r a lMinistr ies/Departments/Organisations/States

PERFORMANCE

Performance

164 165

Chapter – 17ADMINISTRATIVE REFORMS

4. Obje c t i v e : - Dissemination ofGovernance Knowledge and bestpractices

i. Organizing Civil Services Day

ii. O r g a n i z a t i o n o f C h i e fSecretaries Conference

iii. Organizing Conference ofSecretaries of AdministrativeReforms of the States/UTs

iv. Providing financial assistanceto States for documentation ofbest practices

v. Organizing Regional Confere-nces on best practices

vi. Publication of Quarterlyj ourna l –Management inGovernment(MIG), Monthlynewsletter-Civil Services News(CSN) and a book on bestpractices

vii. Production of documentaryfilms on best practices

viii. Strengthening GovernanceKnowledge Centre

ix. Finalisation of IBSA Innov-ations Awards programme

x. Entering into MOU withGovernment of Singapore oncooperation in the field ofPersonnel Management andPublic Service Administration

xi. IBSA Seminar on Management and Leadership Developmentand Public Service Delivery inBrazil

xii. Indian Focal Points meetingunder IBSA CooperationProgramme

xiii. Finalization of work Plan forbilateral/multilateral coopera-tion in the field of publicadministration with Singapore,Brazil and South Africa.

5. Objective:-Efficient Functioning of theRFD System

i. Timely submission of Draft forApproval

ii Timely submission of Results

6. Object ive :- Improving InternalEfficiency/ Responsiveness/ Servicedelivery of Ministry/Department.

i. Implementation of Sevottam

ii. Ensure compliance with Sec-tion 4(1)(b) of the RTI Act, 2005

iii. Identify potential areas ofcorruption related to depart-mental activities and developan action plan to mitigate them

iv. Develop an action plan to impl-ement ISO9001 certification

7. Objective:- Ensuring Compliance tothe Financial Accountability Framework

i. Timely submission of ATNS onAudit Paras of C&AG

ii. Timely submission of ATRs tothe PAC Sectt. on PAC Reports.

iii. Early disposal of pending ATNson Audit Paras of C&AGR e p o r t s p r e s e n t e d t oParliament before 31.3.2011.

iv. Early disposal of pending ATRson PAC Reports presented toP a r l i a m e n t b e f o r e31.3.2011


166 167

17.1 S E C O N D A DM I N I S T R A T I V E

REFORMS COMMISSION (ARC):

The Second Administrative ReformsCommission (ARC) was constituted on31.08.2005, as a Commission of Inquiry,under the Chairmanship of Shri VeerappaMoily for preparing a detailed blueprint forrevamping the public administrativesystem. The Commission was requested tosuggest measures to achieve a proactive,responsive, accountable, sustainable andefficient administration for the country atall levels of the Government. It haspresented the following 15 Reports to theGovernment for consideration:

(i) Right to Information: Master Key toGood Governance (9.6.2006)

(ii) U n l o c k i n g h u m a n c a p i t a l :Entitlements and Governance – aCase Study (31.7.2006)

(iii) Crisis Management: From Despair toHope (31.10.2006)

(iv) Ethics in Governance (12.2.2007)

(v) Public Order : Justice for each …Peace for all (26.6.2007)

(vi) Local Governance (27.11.2007)

(vii) Capacity Building for ConflictResolution – Friction to Fusion(17.3.2008)

(viii) Combating Terrorism (17.9.2008)

(ix) Social Capital – A Shared Destiny(8.10.2008)

(x) Re furb ish ing o f Personne lAdministration – Scaling NewHeights (27.11.2008)

(xi) Promoting e-Governance – The SmartWay Forward (20.01.2009)

(xii) Citizen Centric Administration – TheHeart of Governance (30.3.2009)

(xiii) Organ isa t i ona l s t ruc ture o fGovernment of India (19.5.2009)

(xiv) S t r e n g t h e n i n g F i n a n c i a lManagement System (26.5.2009)

(xv) State and District Administration(29.5.2009)

17.2 The procedure prescribed forprocessing of the recommendations madeby ARC is that the recommendations arefirst considered by the concernedadministrative Ministries/Departments.Their views are then considered by the CoreGroup on Administrative Reforms (CGAR)headed by the Cabinet Secretary. Subseq-uently, they are placed before the Group of Ministers (GoM) for its consideration. Theviews and recommendations of the GoM arethen submitted for the information andorders of the Prime Minister.

17.3 The Government constituted a GoMon 30.03.2007 under the Chairmanship ofthe then External Affairs Minister toconsider the recommendations of theSecond ARC and to review the pace ofimplementation of the recommendations aswell as to provide guidance to the concerned

Chapter – 17ADMINISTRATIVE REFORMS

Administrative Reforms

166 167

Ministries/ Departments in implementingthe decisions. It has since beenreconstituted under the Chairmanship ofUnion Finance Minister on 21.08.2009.CGAR under the Chairmanship of CabinetSecretary has finished examination of allthe 15 reports.

17.4 This GoM has so far consideredtweleve reports, namely (i) Right toInformation: Master Key to GoodGovernance (First report) (ii) Unlockinghuman capital: Entit lements andGovernance – a Case Study relating toNREGA (Second Report), (iii) CrisisManagement; From Despair to Hope (Third report) (iv) Ethics in Governance (FourthReport), (v) Local Governance (Sixth Report),(vi) Capacity Building for ConflictResolution (Seventh Report), (vii) CitizenCentric Administration – The Heart ofGovernance (Twelveth Report), (viii) SocialCapital-A Shared Destiny (Nineth Report)( i x ) Organ isa t iona l St ruc ture o fGovernment of India (Thirteenth Report) (x)Promoting e-Governance – The Smart WayForward (Eleventh Report) (xi) Strength-ening Financial Management Systems(Fourteenth Report) and (xii) State andDistrict Administration (Fifteenth Report).The decisions of GoM on these reports are atvarious stages of implementation. Thereport on ‘Combating Terrorism (EighthReport)’ has been handled by the Ministry ofHome Affairs and it is understood thatnecessary action has already been taken onthis report. Thus, in all 13 Reports havebeen considered, so far. Remaining 2Reports (Report No. V and X ) are yet to beconsidered by the GoM.

17.5 The details of each of the aboveReports, in brief, are as under:-

(i) Right to Information: Master Key

to Good Governance :

This Report deals with effectiveimplementation of the Right toInformation Act. A meeting of the GoMto consider the recommendations washeld on 16.06.2008. This Reportcontains 62 recommendations out ofwhich 39 recommendations havebeen accepted and 23 recommen-dations were not accepted.

(ii) Un l o c k i n g h um an c ap i t a l :

Entitlements and Governance – a

Case Study:

This Report deals with theimplementation of the MahatmaGandhi National Rural EmploymentGuarantee Act. A meeting of the GoMto consider the recommendations washeld on 13.12.2007. This Reportcontains 114 recommendations, outof which 88 recommendations havebeen accepted and 26 recommend-ations were not accepted.

(iii) Crisis Management: From Despair

to Hope :

This Report concerns recommend-ations on enhancing effectiveness ofresponse and recovery in meetingcrisis situations arising out of naturaland man-made disasters. A meetingof the GoM to consider therecommendations was held on13.12.2007. This Report contains 142recommendations, out of which 136recommendat ions have beenaccepted and 6 recommendationswere not accepted.


169168


(iv) Ethics in Governance:

In this Report, the Commission hasmade recommendations relating tovarious legal, institutional andprocedural measures covering thelegislature, judiciary and theexecutive with the focus on tacklingcorruption. A meeting of the GoM toconsider the recommendations washeld on 12.08.2008. This Reportcontains 134 recommendations, outof which 79 recommendations havebeen accepted, 34 recommendationswere not accepted and 21 recommen-dations have been referred to otherfora.

(v) Public Order: Justice for each …Peace for all :

This Report deals with Public Order,policing and attendant issues relatedto the criminal justice system ThisReport contains 165 recomme-ndations under 51 sections. TheMinistry of Home Affairs (MHA) hasgiven its views. A meeting of the CGARunder the chairmanship of NationalSecurity Adviser was held on21.10.2008. Meeting of GoM is yet tobe held to consider the recommen-dations on the report by CGAR.

(vi) Local Governance:

The Report focuses on issues relatingto rural and urban local governance inIndia with a specific focus on the needfor real democratic decentralization.A meeting of the GoM to consider the recommendations was held on03.09.2008. The Report contains 256recommendations, out of which 230recommendat ions have been

accepted, 24 recommendations werenot accepted and 2 recommendationsdeferred.

(vii) Capacity Building for ConflictResolution – Friction to Fusion :

The Report endeavours to examinethe background and the emergingfacets of many conflicts that plagueIndia. A meeting of the GoM toconsider the recommendations washeld on 8.12.2009. The Reportcontains 126 recommendations, outof which 111 recommendations wereaccepted and 15 recommendationswere not accepted.

(viii) Combating Terrorism:

This Report is on capacity building tocombat terrorism. The Reportcontains 23 recommendations and isbeing handled by Ministry of HomeAffairs. It is understood thatnecessary action has already beentaken on this Report.

(ix) Social Capital – A Shared Destiny:

The Report considers various ways inwhich social capital can improvegovernment performance. It looks atthe structure and functioning ofsocial capital institutions, corporatesocial responsibility, self-help groups and self-regulatory authorities. Ameeting of the GoM to consider therecommendations was held on27.01.2010. This Report contains 66recommendations, out of which 36recommendat ions have beenaccepted, 11 recommendations werenot accepted and 19 recommen-dations deferred.

169168

(x) R e f ur bi sh i n g o f P e r so n n e lAdministrat ion – Scaling NewHeights:

This Report considers issuespertaining to the Civil Services. Itmakes recommendations regardingrecruitment, training, enhancingperformance and ensuring accounta-bility, placement of civil servants. TheReport contains 97 recommendationsunder 22 sub-headings. The meetingof Group of Ministers (GoM) is yet tobe held.

(xi) Promoting e-Governance – TheSmart Way Forward:

In this Report the Commission hasexamined aspects of e-governancewhile dealing with specific issues ofgovernance. The Report contains 47recommendations under 17 sub-headings. The GoM was held on17.06.2010. Out of the 47 recomme-ndations, 46 recommendations havebeen accepted and 1 not accepted.

(xii) Citizen Centric Administration –The Heart of Governance:

In this Report, the Commission hasemphasized on governance processesthat can make administration morecitizen oriented. GoM considered thereport in its meeting held on08.12.2009 and accepted 41recommendations out of 50 and 9recommendations were not accepted.

(xiii) Organisat ional Structure ofGovernment of India:

In this Report, Commission has maderecommendations for reforming thestructure of Government of India

since the sustainability of otherreforms is closely interlinked with thecreation of a pro-active, efficient andflexible organizational framework. Ameeting of the GoM to consider thereport was held on 27.01.2010. ThisReport contains 37 recommendat-ions, out of which 32 recommenda-tions have been accepted and 5recommendations were not accepted.

(xiv) S t r e n g t h e n i n g F i n a n c i a lManagement Systems :

In this Report, the Commission hasfocused on strengthening of financialmanagement system in Government.A meeting of the GoM to consider thereport was held on 14.03.2011. TheReport contains 36 recommend-ations, out of which 33 recommenda-tions were accepted, 2 recomme-ndations have not been accepted and1 recommendation has been deferred.

(xv) State & District Administration:

The Report makes recommendationsrelating to Public Administration atState and District level. It deals withissues of modernization, increaseddevolution of functions and powers,effective grievance handling system,people’s participation, enhancingresponsiveness, process simplif-ication and delegation of power. TheReport contains 158 recommend-ations under 57 sub-headings. Ameeting of GoM to consider the reportwas held on 17.06.2010. Out of 158recommendations, 134 recommen-dations were accepted and 24recommendations were not found tobe feasible.


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Civil Services Day

17.6 From the year 2006, Government ofIndia has started celebrating 21st of Aprilevery year as ‘Civil Services Day’ as anoccasion for the civil servants to rededicatethemselves to the cause of citizens andrenew their commitment to public serviceand excellence in work. The first suchfunction was held in Vigyan Bhavan on21.04.2006. On the occasion, civil servantsare awarded by the Prime Minister for theirexcellent work done in the field of publicadministration. 21st April has been chosenas the date for celebrating the Civil ServicesDay, as on this very date the first HomeMinister of the country Shri VallabhbhaiPatel addressed the first batch of IndianAdministrative Services officers.

17.7 On the occasion of the Sixth Civil

Services Day on 21st April,2011, the Prime

Minister presented the Awards for

Excellence in Public Administration for the

year 2009-10 to five initiatives in three

categories viz., individual, group and

organization. A book on administrative

reforms initiatives ‘People First‘ compiled by

the Department was also released on the

occasion. Panel discussion on subjects like

‘Transparency & Ethics in Governance,

I m p r o v e m e n t o f P u b l i c S e r v i c e

Delivery, Challenges of Infrastructure

Development ’ were organized, in

which prominent members of the

society also participated and shared their

opinions.

Inaugural Session of Civil Services Day 2011

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Prime Minister’s Award for Excellence in

Public Administration:

17.8 The Government of India hasinstituted ‘Prime Minister’s Awards forexcellence in Public Administration’ toacknowledge, recognize and reward theextraordinary and innovative work done by officers of the Central and StateGovernments. The Scheme rewards theoutstanding and exemplary performance ofcivil servants. Discharge of routine dutiesand responsibilities and/or implementationof programmes/projects in the normalcourse, do not qualify for the Award.Initiatives and projects whose qualitativeand quantitative outcomes/results are of avery high order, and benefit a large numberof citizens/stakeholders could beconsidered. All serving officers of theCentral and the State Governments, eitherindividually or as a team, or asorganizations are eligible for the Awards.Under the team nomination, all themembers of the team should have beenactively and directly involved in theinitiative nominated.

17.9 There are a maximum of 15 Awards,given under individual, team andorganization categories. The Award carrieswith it:

i) A medal

ii) A scroll, and

iii) A Cash Award

In the individual category, the Awardamount would be Rs.1 lakh. In case of ateam, the total Award amount for the teamwould be Rs.5 lakhs subject to a maximumof Rs.1 lakh per member. The Awardamount for an organization would be Rs.5

lakhs. The Award amount is exempt fromincome tax under section 10(17A)(i) of theIncome Tax Act, 1961. Nomination of anindividual or a team of officers or anorganization could be made by CentralGovernment Departments/ Ministries/State Governments/Non-GovernmentalOrganizations and other stake-holders. Thenominations would be examined by anExpert Committee chaired by Secretary,Department of Administrative Reforms &Public Grievances. This Committee can alsotake up noteworthy initiative(s) suo-moto.On-the-spot studies are done for thenominations shortlisted by this Committee.

PM addressing the Inaugural session of

Civil Services Day 2011

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The Committee takes into accountthe study Reports and make itsrecommendations to the EmpoweredCommittee chaired by the CabinetSecretary. The Empowered Committeeconsiders the nominations recommendedby the Expert Committee and may also askthe nominees to make a presentation beforethe Committee. The Empowered Committeethen makes its recommendations for theconsideration of the Prime Minister afterassessing the vigilance status and overallperformance of officers recommended forthe Awards. The members in both theExpert Committee and the EmpoweredCommittee are nominated with the approvalof the Prime Minister.

A list of Awardees of 2009-10 for PrimeMinister’s Award for Excellence in Public

Administration is at Annexure-II.

17.10 Chief Secretaries Conference

From the year 2010 onwards, theGovernment has also institutionalized theevent of Annual Conference of ChiefSecretaries. The first such Conference washeld on 1-2nd February, 2010. The SecondAnnual Chief Secretaries Conference washeld on 4th-5th February, 2011. TheConference was inaugurated by the PrimeMinister. The conference institutionalizesthe process of interaction and serves as astanding forum for exchange of viewsbetween the Centre and the States. It alsoprovides an occasion for discussion onglobal developments that have a bearing onthe country as a whole and the broadcontours of national policies in select areasof relevance. This Conference also helps inensuring integrated and holistic approachtowards the development of the nation. The

issues which were taken up during the 2ndAnnual Chief Secretaries Conferenceincluded Transparency and Ethics inGovernance, Flagship Programmes – Area ofConcern, Key issues in Internal Security,Introduction to RFD initiative, Science &Technology - Follow up of decisions takenat the First Annual Conference of ChiefSecretaries.The 3rd Annual ChiefSecretaries Conference was held on 3rd and4th February, 2012.

17.11 Department of AdministrativeReforms and Public Grievances is alsoconducting studies under the Plan Scheme.They are as under :-

STATE OF GOVERNANCE REPORT

(SOGR)

17.12 The Department initiated a studyfor measuring governance at State level toprovide a tool which could be used by StateGovernments to identify areas which needimprovement. It was the expectation thatassessing the state of governance foridentifying parameters would help thepolicymakers and development practiti-oners to understand implications of certaindecisions.

17.13 Keeping these objectives in mind,the department initiated this project todevelop a framework and an appropriatemethodology for assessing the ‘state ofgovernance’ in a State with a focus on thepoor. The project recognize the basiclinkages between quality of governance,service delivery and poverty reduction.

17.14 The state of governance reportmethodology was finalized after extensiveconsultations with a broad spectrum of

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l

l

l

l

people. The draft methodology waspresented to a wide range of audience at anational level workshop on March 27, 2009where representatives from academia, civilsociety, research bodies, senior officersfrom Central Line Ministries, StateGovernment representatives (where thepi lo t was undertaken) , P lanningcommission and multilateral agencies wereinvited.

17.15 The framework for the State ofGovernance Report has been approved byMoS (PMO & PP). A draft note for theCommittee of Secretaries (CoS) on thesubject has been circulated to theconcerned Ministries/ Departments andsome of the States for seeking theircomments.

INTERNAL CONTROL AND RISK

MANAGEMENT FRAMEWORK

17.16 A study for developing InternalControl and Risk Management (ICRM)framework to manage risk in Ministries/Departments and their subordinate officeswas initiated, based on the suggestion ofC&AG and PMO. The Consultants for theproject were M/s Ernst & Young Ltd. (E&Y)

17.17 The objective is to incorporate riskmanagement and internal controlprocedures in the process of conceptual-ization and implementation of governmentschemes in order to remove and effectivelymanage the bottlenecks/issues faced byrelevant ministries and agencies inachieving the goals/purposes for which theschemes are formulated.

17.18 The ICRM framework will ensurethe effective realization of the objectives setforth for any scheme. This is done by (i)

identifying the potential concerns/risks/impediments for successful implemen-tation of a scheme and (ii) designing andoperationalizing adequate measures toaddress these risks/concerns. Theactivities defined in the ICRM process are: (i)risk assessment (risk identification as wellas risk prioritization), (ii) risk treatment/mitigation, (iii) risk monitoring (iv) riskassurance and (v) risk re-assessment. Aspart of the study, M/s Ernst & Young,looked at the best practices of variouscountries.

17.19 M/s Ernst & Young has submittedits report, which has been accepted by theDepartment. The consultants in their reporthave aggregated risk under any schemeunder the broad heads/categories i.e.Planning & Implementation, Monitoringand Financial Management.

17.20 A presentation before the C&AGwas made on 7.12.2010 in which officials ofthe Planning Commission, Ministry ofFinance and other stakeholders participa-ted. A mock macro driven prototype inMicrosoft Excel was presented with theobjective of demonstrating the functiona-lities of the tool to be used for implemen-tation of the framework. The frameworkdeveloped was considered relevant forbuilding in the concept of risk managementin the Government operations for schemeformulation and implementation. Thereport was uploaded on the website of theDepartment.

Presentations were also made beforethe MoS (PMO & PP) on the framework andthe mock prototype tool, during which theMoS (PMO & PP) approved the tool. Exerciseto develop the tool is now beingundertaken.


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17.21 A draft note for the Committee ofSecretaries (CoS) on the subject has beencirculated to the concerned Ministries/Departments for seeking their comments.

STUDY ON SOCIAL ACCOUNTABILITY

MECHANISMS

17.22 A study was initiated by theDepartment entitled “Social AccountabilityMechanisms” which would explore waysand means of enhancing the ability ofcitizens (especially the poor andmarginalized) to engage with publicservants and politicians in a more informed,direct and constructive manner so that the services under the National Programmeswere effectively delivered. The NationalInstitute of Administrative Research (NIAR),a unit of Lal Bhadur Shastri NationalAcademy of Administration (LBSNAA)Mussoorie, was entrusted with theassignment for developing necessarygeneric tools/framework relating to SocialAccountability which could also be adoptedin various social sector Schemes/programmes of the Government of India.

17.23 Social Accountability is anapproach towards building accountabilitythat relies on civic engagement i.e. in whichits ordinary citizens and or civil societyorganizations who participate directly orindirectly are entitled to exact accounta-bility. Social accountability initiativesderive from the core goals of promotingpoverty reduction and effective andsustainable development. The three mainarguments underlying the importance ofsocial accountability are: (i) governance; (ii)increased development effectiveness; and(iii) empowerment. Social accounta-bilitymechanisms refer to a broad range of

actions (beyond voting) that citizens,communities and civil society organizationscan use to hold government officialsaccountable. These include citizenparticipation in public policy making,participatory budgeting, public expendituretracking, citizen monitoring of publicservice delivery, advocacy campaigns etc.

17.24 One of the key deliverables of thestudy was “How Social AccountabilityMechanisms could be mainstreamed intodesign and implementation of NationalProgrammes?” The tool/frameworkdeveloped were used to assess field realitiesof the two ongoing programmes viz. NationalRural Health Mission (NRHM) and SarvaSiksha Abhiyan (SSA) in Kerala,Uttrakhand and Bihar to serve as an input in developing a generic social accountabilityframework with potential for applicationacross various national programmes (whichare in operation or would be designed) in thefuture. The tools designed by the NIARincluded the following:

lCitizen Report Cards as a Social AuditTool

lParticipatory Performance MonitoringTool (PPMT)

lPublic Expenditure and Input TrackingFormat (PRTIF)

lAssessment o f In f rastructureDevelopment

17.25 A one day workshop was heldwith stakeholders at National Institute ofRural Development (NIRD) on 6th May,2011 to discuss threadbare the contours ofthe main issues covered in the report.Views expressed by participants includedpoints like:-


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(a) Government should actively supportpro Social Accountability measures.

(b) Social audit and tracking of outcomesshould, as far as possible, be donethrough independent and reputedcivil society organizations.

(c) Selection of stakeholders/Usergroups etc. should be based onelection among them and thesegroups should be given a substantialsay in planning, finance andadministration.

(d) There should be a focused andconvergent approach in InformationEducation and Communication (IEC)through involvement of Govt. andNon-Govt. Organizations (NGOs) for raising awareness and capacitybuilding of community.

(e) Concur ren t mon i to r ing andevaluation of the Social SectorSchemes, should be done.

(f) Social Accountability tools shouldalso be applicable in the PublicPrivate Partnership (PPP) projects.

(g) Mainstreaming of appropriate tools ofSocial Accountability in all the SocialSector Schemes of the Government,whether run by the Government ofIndia or the State Govts. should bedone.

17.26 A note has been placed before theCommittee of Secretaries (CoS) forconsidering mainstreaming the SocialAccountability Tools in all the Social SectorSchemes of the Government run by theGovernment of India, including PPPProjects, by issuing appropriate guidelines.

ORIENTATION TRAINING PROGRAMME

FOR ASSISTANTS, SECTION OFFICERS

AND UNDER SECRETARIES

17.27 This Department has beenimplementing the orientation training ofofficers posted in various levels inMinistries/Departments. The OrientationTraining programme is designed in closecoordination with ISTM, CS Division-DOP&T, Department of AR& PG and the lineMinistry. ISTM structures the trainingdesign, training material and provide allcoordination and logistics functions. Thetraining design and content is designed incollaboration with the Line Departments.In the first phase and the second phase ofthe training programme conducted in 2010the following Ministries of the Governmentof India were trained :

1st Phase

• Ministry of Rural Development

• Ministry of Water Resources

• Ministry of Petroleum and Natural Gas

• Ministry of Power

• Ministry of Health and Family Welfare

2nd Phase

• Ministry of Urban Development

• Ministry of Agriculture

• Ministry of Labour

• M in i s t r y o f Human Resour c eDevelopment

• Ministry of Tribal Affairs

• Ministry of Panchayati Raj

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17.28 The 3rd Phase of the programme isbeing continued in the FY 2011-12. Itinvolves the following Ministries /Departments:-

• Ministry of Corporate Affairs

• Ministry of Home Affairs

• Ministry of Tourism

• Department of Revenue

• Ministry of Road Transport andHighways

• Ministry of Shipping

• Ministry of Science and Technology

• Department of Financial Services

• Department of Consumer Affairs

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Chapter – 18PUBLIC GRIEVANCES


178 179

18.1 The Allocation of Business Rules,1961, allocate to the DARPG inter alia, theresponsibility for Policy, Coordination andMonitoring of issues relating to (a) Redressof Public Grievances in general and (b)Grievances pertaining to CentralGovernment Agencies, in particular. ThePublic Grievance Division is responsible forthis activity since December 1987. From1997, the Division has also been maderesponsible for several Citizen CentricInitiatives under the platform of ‘ResponsiveGovernment’. These include Citizen’sCharter, Information Facilitation Counters,and Quality Management System (QMS)framework called Sevottam, for bringingimprovement in public service delivery on acontinuous basis, that may result inCertification under Indian Standard 15700:2005 by Bureau of Indian Standards. Withthe objective of bringing quality basedimprovements in public service delivery, theQMS Sevottam framework has beenintroduced through Workshops in all the 82Ministries / Departments of Government ofIndia and all the State Governments / UTAdministrations. The QMS Sevottamframework has been implemented in 10Ministries/Departments and StateGovernments through pilots of 12 monthduration. The 14 pilots of QMS Sevottamhave confirmed that the framework canwork_successfully in various pro-poorsec tors fo r br ing ing cont inuousimprovements in public service delivery.

From its simple beginnings through issue ofPolicy Guidelines on Public Grievances, thescope of Public Grievances today envisages introduction of the concept of QualityManagement in Public Service Delivery andto giving statutory form to GrievanceRedress Mechanism. Thus, over the yearsthe functions and responsibilities of PublicGrievances Division have increased incomplexity and significance, particularlyafter the Right to Information Act 2005 hascome into effect and other citizen centricinitiatives introduced by Government ofIndia. As in 2011-12, the Division is alsoformulating the Citizens’ Right to GrievanceRedress Bill, 2011.

18.2 As in 2011-12, the PG Division isfulfilling its responsibilities through thefollowing significant activities:

a) Application of ICT for technologicalupgradation of its Online CentralizedPublic Grievance Redressal AndMonitoring System (CPGRAMS)version 4.0. in all the 82 Ministries / Departments of Government of Indiaand organizations under them.

b) Extending CPGRAMS with locallanguage interface, in StateGovernments / UTs

c) Publishing an annual full pageadvertisement on updated contactdetails of Directors of PublicGrievances in Government of India,as part of Citizen Centric Initiative.

Chapter – 18PUBLIC GRIEVANCES

Public Grievances

178 179

After the advertisement, the updated list of contact details, is available onCPGRAMS portal throughout theyear.

d) Disseminating of QMS Sevottamframework through annual advertis-ement and through Workshops forbringing continuous improvementsin public service delivery byGovernment of India Ministries/Departments/Organizations andState Governments / Union TerritoryAdministrations.

e) Implementing 12-month pilotprojects of QMS Sevottam inMinistries/Departments and in StateGovernments / UT Administrations.

f) Creation/implementation of Citizen’sCharters in Government of India andState Governments/UTs, throughfive different initiatives, of which theCharter is a part.

g) Citizens’ Right to Grievance RedressBill, 2011 – as part of Citizen CentricInitiative.

18.3.1 Policy on Grievance Redress

Mechanism (GRM) in Government of

India: The Department formulates policyguidelines on establishment of a GRM in allCentral Ministries/Departments. For thisCompilations of the Guidelines are broughtout from time to time. The latest edition ofthe ‘Compilation of Guidelines for Redressof Public Grievances’ that includes PolicyGuidelines on GRM, Citizen’s/Client’sCharters and the Information FacilitationCounters has been brought out in bilingualversion in August, 2010 and disseminatedto all Central Ministries/Departments. Itcan also be accessed at www.darpg.nic.in .

18.3.2 CPGRAMS version 4.0: CentralizedPublic Grievance Redressal and MonitoringSystem (CPGRAMS) inaugurated on 27thSeptember, 2010, has the additional facilityof obtaining feedback on citizen satisfactionwith the grievance redress. CPGRAMS is anonline internet based facility for citizens tolodge their grievances from any part of thecountry or the world. It is accessible athttp://pgportal.gov.in and also throughwww.darpg.nic.in . It is a tool for effectivemonitoring of redress of grievance receivedthrough the Grievance RedressalMechanism, established in Government ofIndia. The system networks all the 82Central Ministries/Departments/Organi-zations and over 6000 ResponsibilityCentres under them. Through theCPGRAMS, the citizens can lodgecomplaints online and immediately get aunique registration number for furtherreference. The number is useful forchecking the progress on redress of theirgrievance and for sending reminders.Citizens have a choice to lodge the grievancedirectly with the Ministry/Departmentconcerned or to send it to DARPG. Thegrievances received in PG Division areforwarded online to the Ministry/Department concerned for redressal.Reports can also be generated through theSystem for analyzing grievance prone areasfor taking remedial action for preventingsimilar grievances from arising in future.The details of grievances received anddisposed through CPGRAMS during the lastthree years as on 7.12. 2011 are as under:-

Year Total Receipt Total Disposed

2011 1,60,534 1,38,986

2010 1,39,201 1,18,011

2009 1,07, 935 53, 243


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Public Grievances

The number of field offices / organizationslinked to CPGRAMS has increased fromabout 1500 in 2010-11 to over 6000 in2011-12.

18.3.3 Grievances received by post or by

hand: For sending grievances by post orgiving them by hand, no format isprescribed. A citizen may send the grievanceon a Post card / Inland letter or any sheet ofpaper. All grievances received by post / byhand are also lodged on to the CPGRAMS byPG Division on behalf of the citizens. Ackn-owledgements are generated on CPGRAMSand issued by post, and final redressresponse obtained through CPGRAMS, isalso sent by post in all such cases.

18.3.4 Monthly Monitoring of Pending

Grievances and Training on version 4.0

of CPGRAMS: Monthly Review meetings onpendency of Grievances on CPGRAMS isbeing held. From April 2011 to 5thDecember 2011, 123 officers from 87ministries / departments attended theReview meetings. For strengthening of theGrievance Redressal Mechanism training isconducted by PG Division on version 4.0 of CPGRAMS. (i) From January 2011 to 5thDecember 2011, 203 officials from 62Ministries / Departments / Organizationsin Government of India were trained inCPGRAMS version 4.0.

18.3.5 CPGRAMS in States : The systemhas been customized with local languageinterface and inaugurated in theGovernment of Haryana and Government ofOrissa in 2010, and in Government ofRajasthan in May 2011.

18.3.6 Informat ion Disseminat ion:Publishing full page advertisements in news

dailies in different languages from acrossthe country on - (i) contact details ofDirectors of Public Grievances inGovernment of India and (ii) the QualityManagement System called Sevottam forbringing improvements in Public ServiceDelivery on a continuous basis. (2) Creationof Sevottam Compliant Citizen’s / Client’sCharter for DARPG. The Contact details ofDirectors of Public Grievances waspublished in 38 news dailies on 2nd March2011. It has been published in 66 newsdailies on 1st and 2nd October 2011 for theFY 2011-12. (ii) The first advertisement onSevottam was published in news dailies on31.3.2011 in 20 news dailies from selectmajor cities. During 2011-12, it waspublished in December 2011 in 78 newsdailies in English, Hindi and 13 otherlanguages, for wider dissemination. Inaddition, (a) The Sevottam CompliantCitizen’s / Client’s Charter of DARPG, wascreated and published in January 2011 and(b) ‘Guidelines for Implementing Sevottam,September 2011’, were formulated anddisseminated to the 450 participants, inthe four Workshops on Capability Buildingin Sevottam organized in 2011-12. TheseGuidelines can also be accessed atwww.darpg.gov.in under Sevottam

18.4.1 Quality Management System

(QMS) Sevottam framework for bringing

excellence in serv ice delivery by

Government organizations: A QualityManagement System (QMS) ‘Sevottam’framework has been developed for bringingimprovements in the quality of publicservice delivery. This is a citizen centricinitiative for institutionalizing anassessment-improvement framework forimproving the quality of service delivery on a

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continuous basis through the involvementof Ministries / Departments and citizens.Sevottam includes three dimensions of apublic service organization as follows: (a)Citizen’s / Client’s Charter that specifies theservice delivery standards (b) GrievanceRedressal Mechanism that gets activated ifthe service delivery is not as per standardsin the charter and (c) Service DeliveryCapability of the organization to deliveryservice as per standards in the charter. A‘nine point quality of compliance’ criteriabased on published standards has beendeveloped. Pilot Projects on Sevottam in 10Central Ministries / Departments that wereconcluded in June 2010, have resulted inthe Certifications under Indian Standard15700 :2005 for the following units:

1. New Delhi, General in 2008Post Office

2. Central Board of Direct in 2008Taxes, New Delhi

3. Central Excise Directorate I in 2010Delhi, under CBEC

4. Service Tax, Delhi in 2010

5. Excise and Custom, Delhi in 2010Air Port

6. Aay Kar Seva Kendra, Pune in 2010

7. Central Excise, Hyderabad III in 2011

8. Aay Kar Seva Kendra Kochi in 2011

18.4.2 Sevottam in Government of India

and in States/UTs : For starting the nextphase of QMS Sevottam pilots in CentralMinistries/Departments/Organizationsand in State Governments/UT Administ-rations in 2011-12, Secretaries of allMinistries/Departments in Government ofIndia, and Chief Secretaries of all StateGovernments/UT Administrations, were

requested to confirm their willingness forimplementation of the Sevottam pilotproject beginning 2011-12 and to identifythe pilot units for the same. Response hasbeen received from 16 Ministries/Departments for 18 pilot units and fromfour State Governments/UTs for pilots in 5sectors. Action for starting these pilots in2011-12, is in progress.

18.4.3 The Second AdministrativeReforms Commission has studied theSevottam framework. In its 12th Reportentitled ‘Citizen Centric Administration –The Heart of Governance’ it formulated asimplified form of Sevottam called ‘SevenStep Model’ and recommended that it bemade mandatory for all Central Ministries /Departments. It also recommended thatthe Seven Step Model be suggested to allState Governments/UT Administrations foradoption. Both these recommendationshave been accepted for implementation byGovernment of India and have beencommunicated to all Central Ministries/Departments as well as to all ChiefSecretaries of State Governments/UnionTerritory Administrators. The 12th Reportof the 2nd ARC can be accessed atwww.darpg.nic.in .

18.4.4 Workshops on Sevottam: Fordisseminating information on implemen-tation of QMS Sevottam to all Ministries/Departments in Government of India, aseries of 4 workshops of two days each, in2010-11 and 4 workshops in 2011-12, hasbeen organized by the Division. In the 2010-11 workshops, only the first two modules ofthe framework on Citizen’s/Client’sCharters and Grievance Redress System,were covered. In continuation thereof, andto complete the third module of ‘Capability


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Public Grievances

Building’ of the framework, two ‘Workshopson Capability Building for Sevottam’ wereorganized for all the 82 Ministries /Departments on 21-22 September 2011 and18-19 October 2011. Cabinet Secretaryinaugurated the 2nd Workshop and about135 senior officers of the level of JointSecretary / Directors participated in theseworkshops. With these two workshops thedissemination of all the three modules ofQMS Sevottam has been completed in allthe Ministries/Departments of Governmentof India. A Helpdesk for Sevottam that hadbeen created at [email protected] in 2010,continued to function in 2011 also.

In addition to the 2 workshops for

Government of India held on 21-22September 2011, and 18-19 October,2011, the first, two-day Workshops onCapability Building for States / UnionTerritories were also organized on 24-25November 2011 and 29-30 November 2011,in Vigyan Bhavan Annexe. In all, 140officers of the level of Principal Secretaries /Secretaries participated. These 2Workshops were organized for CapabilityBuilding for public service delivery withGram Panchayat as its hub, focusing onICDS, PDS, PHC, Primary Education,Panchayat Services and Rural Developmentsectors. Outputs from the workshopincluded six process - maps and creation ofviable service standards for Panchayat level

4th Workshop on Capability Building for Sevottam for States and Union Territories

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service delivery units, and correspondingservices at the State /UT level organiz-ations, to be included in the respectiveCitizen’s Charters. In both the workshops,MOS (PP) delivered the Valedictory Speechand gave away trophies and certificates on25th and 30th November 2011. TheWorkshops of 2011-12 also showcasedexcellence in public service delivery throughpresentations on - (i) PDS in Chhattisgarh,(ii) Activity Based Learning in Tamil Nadu(iii) Primary Health Centres in Gujarat, (iv)ICDS in Karnataka, (v) Citizens Charter ofGram Panchayat with particular referenceto Kerala, (vi) MCA 21 in Ministry ofCorporate Affairs, (vi) Sevottam Journey inIndia Post, (vii) Accountability in PrimaryEducation, (viii) Sevottam in CBDT and (ix) Sevottam in CBEC.

18.5 Citizen’s/Client’s Charters: As inDecember 2010, Citizen’s/Client’sCharters are being implemented bythe Division through five initiatives asfollows:-

18.5.1 First initiative is of Citizen’sCharters in all Central Ministries/Departments and the Second is of Citizen’sCharter in all States/Union Territories.Both were started in May 1997. Underthese two initiatives, progress is reflected inthe increase in the number of Citizen’sCharters listed on the special portalhttp://www.goicharters.nic.in. In addition,from 2010 onwards, the Citizen’s / Client’sCharters of all Central Ministries/ Depart-ments are up-loaded on their websites. AllCentral Ministries/ Departments have alsobeen requested to include informationabout their Citizen’s/ Client’s Charter intheir Annual Reports.

18.5.2 The Third initiative is for making theCitizen’s Charters more dynamic throughthe Sevottam framework for bringingexcellence in service delivery throughcontinuous improvement. Here the Citizen’sCharter, as one of the three components ofSevottam, is not only being created andreviewed but is being linked to the servicedelivery processes of the Ministry/Departments concerned. For example, inDepartment of Revenue, Central Board ofDirect Taxes has included all its servicedelivery standards stated in the Citizen’sCharter as a part of its new monitoringsystem for service delivery. They have alsosuccessfully pilot tested a single windowservice delivery unit, called Ayakar SevaKendra (ASK) or Tax Payers’ Service Centres(TPSC) in Pune, Udaipur and Kochi.Through these ASK Centres, all the Citizen’sCharter standards of service delivery asgiven in its Citizen’s Charter are beingconverted into action

18.5.3. The Fourth initiative involvingCitizen’s/Client’s Charters are the fourQuality Management System pilot projectson Sevottam undertaken from 2007-08 to2010-11, in four States under the CapacityBuilding for Poverty Reduction (CBPR).These are in one sector each, in HimachalPradesh, Karnataka, Madhya Pradesh,Odisha. (a) In Himachal Pradesh a newcitizen’s charter with quality standards, hasbeen drafted for services delivered by WaterSupplies and Sanitation unit of Municipal Corporation Shimla. The ‘User Manual forWater and Sanitation Units’ in MunicipalCorporation, Shimla that includes theservice standards is accessible onwww.darpg.nic.in (b) In Karnataka: a newCitizen’s Charter has been created for the


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Department of Women and ChildDevelopment (DWCD) for its service deliveryunder the Central Scheme of IntegratedChild Development Services (ICDS) throughAnganwadi Centres at the village level. Thedocument is available in the form of ‘UserManual’ for the sector at www.darpg.nic.in(c)In Madhya Pradesh a Citizen’s Charterhas been drafted with service standard forthe Public Health and Family Welfare (PHFW) Department (d) In Odisha: TheGovernment of Odisha has selected theFood, Supplies and Consumer Welfare(FS&CW) Department and its vertical chainof service delivery in Balipatna Block ofKhurda District and simultaneous capacitybuilding of ‘Madhusudan Institute ofCooperative Management’. All these fourState pilot projects have been completed in January 2011.

18.5.4 The fifth initiative for Citizen’sCharter is as per the 12th Report of SecondARC: the Second Administrative ReformsCommission (ARC) in its 12th Reportentitled ‘Citizen Centric Administration–

Heart of Governance” has recommended formaking the Citizen’s Charters more effectiveas a document for interacting with thecitizens. This recommendation has beenaccepted by Government of India. AllCentral Ministries / Departments have beenrequested to review their Citizen’s Chartersto make them more effective as a tool forinteracting with the citizens.

18.6 Cit izens’ Right to Grievance

Redress Bill, 2011: As per decision of theGovernment, the Draft Citizens Right toGrievance Redress Bill 2011, has beendrafted by the Division. After approval of thecompetent authority, it was placed onDARPG website from 2.11.2011 to23.11.2011, for obtaining comments fromcitizens. A very large number of commentshave been received from the public. AllMinistries / Departments of Government ofIndia and Chief Ministers of all Stateswere requested to furnish their commentsby 7th December 2011. These would beprocessed before finalization of the draftBill.

Public Grievances

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Chapter – 19

ORGANISATION AND METHODS DIVISION


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Modernization of Government Offices

19.1 The Plan Scheme on Modernization ofGovernment Offices was launched in theyear 1987-88 with the objective ofimproving the work environment throughfunctional layouts, creation of open offices,reduction of paper work by using modernaids, cost effective and space effectiverecords management. It was envisaged tobecome a tool to increase efficiency andproductivity of the workforce with betterpublic service delivery and publicsatisfaction as the ultimate aim. Thescheme lays thrust on comprehensive andintegrated planning, modern work stations,uniformity in the physical parameters andmaintenance of the modernized units.

19.2 The proposals received under thescheme are examined by a ScreeningCommittee, which is chaired by theAdditional Secretary (AR&PG) and hasmembers drawn from the PlanningCommission, National Informatics Centre,and Integrated Finance Division of theMinistry of Personnel, Public Grievances &Pensions and Ministry of UrbanDevelopment.

19.3 The Scheme has been very popularand has been able to achieve its objectives toan appreciable extent. Till date, an amountof Rs. 58.81 crores has been sanctioned tovarious Ministries/Departments in respectof 425 proposals. The Scheme has an inbuiltmechanism, which ensures active

involvement of beneficiary Ministries/Departments, because they have tocontribute 25% cost of the project from theirown resources, whereas the remaining 75%is released by the Department of AR&PGunder this Scheme. The Scheme isintended to provide a catalytic effect to theprocess of modernization as a part of overallprocess of administrative reforms andsupplements the efforts of Ministries/Departments themselves with regard tomodernization.

19.4 The requirement of funds isincreasing every year, as more and moreMinistries/Departments are becomingaware of the Scheme and the benefitsderived from it. This Department constantlymonitors the effectiveness of the schemethrough feedback received from the userMinistries/ Departments.

19.5 The Department keeps track of theimplementation of the scheme, wherein theuser Ministries/Departments are requiredto submit Utilization Certificate. ThisDepartment has been able to receiveutilization certificates of all the fundsreleased under the scheme up to 31.3.2011.It had also carried out several on-the-spotstudy of the modernized units. In the year2002, an impact assessment study wasdone through an independent agency,namely M/s JPS Associates. Theyconducted a comprehensive study ofvarious Ministries/ Departments and

Chapter – 19

ORGANISATION AND METHODS DIVISION

Organisation and Methods Division

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Chapter – 20e-Governance

concluded that the modernization exercisewas definitely a step forward. In addition tothe stated objectives of modernization, theagency listed the following intangiblebenefits:- improved morale, feeling of pridein the workplace, improvement in efficiencyin order to keep up with the image of amodern office, improved feeling ofbelongingness, better team work. In theyear 2008 another evaluation study wasdone for its continuance from X Plan to XIPlan by an outside Consultant viz. M/s.Wipro Ltd. This study recommendedcontinuance of the Scheme in the XI Planalso and suggested that the Departmentneeds to take up more comprehensiveproposals and allocate more funds underthe scheme. The recommendations of theConsultants for continuation of the schemehave been appraised by ExpenditureFinance Committee (EFC) and approved bythe Union Finance Minister.

Central Secretariat Manual of Office

Procedure (CSMOP)

19.6 The Department of AdministrativeReforms and Public Grievances as a nodalagency is entrusted with the responsibilityof prescribing procedures for Secretariatwork through the Central SecretariatManual of Office Procedure (CSMOP). Theoverall aim of the CSMOP is to increaseproductivity in work and to provide for aresponsive administration without alteringtheir basic logic which would reflect thechanging working environment through thecorresponding evolution of the processesand procedures/guidelines. In the light of

changes ushered in by developments takingplace in the working environment, like roleof Information Technology, Right toInformation Act etc., and the recommen-dations given by Administrative ReformsCommission, a 13th revised Edition of theCSMOP has been published.

E-Manual

19.7 The Department of AdministrativeReforms & Public Grievances under the e-Office Mission Mode Project has finalized aCentral Secretariat Manual of e-officeProcedure to be adopted by the variousGovernment of India offices in the e-officeenvironment in a uniform manner.

Record Retention Schedule

19.8 The last Record Retention Schedulein respect of the functions common to all theDepartments was brought out in the year2004. Keeping in view the recommenda-tions of the 2nd ARC, strides in InformationTechnology and enactment of the Right toInformation Act-2005, the Departmentproposes to revise the Record RetentionSchedule. This Department had written tothe all the Ministries/ Departments of theGovernment of India to give suggestion forrevision in the Record Retention Schedule.A number of suggestions have been receivedand the same are under examination. Asper the five year strategic plan of theDepartment of Administrative Reform &Public Grievances, the Record RetentionSchedule is slated to be finalized during2012-13.


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E-Governance

National Conference on e-Governance

20.1 The Department of AdministrativeReforms and Public Grievances, alongwiththe Department of Information Technologyand in association with one of the StateGovernments, has been organizing theNational Conference on e-Governance everyyear since 1997. This Conference provides aplatform to the senior officers of theGovernment, including IT Secretaries ofState Governments, IT Managers of theCentral Government, and ResourcePersons, Experts, Intellectuals from theindustry and academic institutions etc. todiscuss, exchange views and experiencesrelating to various e-governance initiatives.

20.2 The 14th National Conference on e-Governance was held on February 10-11,2011 in Aurangabad, Maharashtra underthe joint auspices of Department ofAdministrative Reforms and PublicGrievances, Government of India,Department of Information Technology,Government of India and Directorate ofInformation Technology, Government ofMaharashtra. The theme of the Conference was "Rural e-Service Delivery" and it wasattended by senior Government officers andintellectuals from industry, academia andcivil society. The Conference provided aplatform for discussion, exchange views andexperiences relating to various e-governance initiatives. National Awards fore-Governance were presented during theinauguration of this Conference.

Chapter – 20e-Governance

Lighting of Lamp by MoS (PP) during

the 14th Conference

Inauguration Ceremony -14th National

Conference, Aurangabad, Maharashtra

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20.3 Every year, the Department ofAdministrative Reforms and PublicGrievances recognizes and promotesexcellence in e-Governance by awardingGovernment organization/Institutionswhich have implemented e-Governanceinitiatives in an exemplary manner.National Awards for e-Governance are givenin the following categories:

(a) Excellence in Government ProcessRe-engineering;

(b) Exemplary Re-Use of ICT basedSolutions;

(c) Outstanding Performance in Citizen-Centric Service Delivery;

(d) Innovative use of Technology in e-Governance;

(e) Innovative use of ICT by PSUs forCustomer’s Benefits;

(f) Best Government Portal; and

(g) Sectoral Award (Focus sector for2010-11: Agriculture)

20.4. 15th National Conference one -Gove rnance was o rgan i z ed inBhuvneshwar, Odisha during 8-9thFebruary, 2012. The theme of theconference was towards effective e-Servicedelivery. The Focus sector for 2011-12 isLocal Government.

National e-governance Award Ceremony: 14th National Conference on e-governance

e-office - A National Mission Mode Project

20.5 e-Office is one of the Mission ModeProjects (MMP), under the National e¬-Governance Plan (NeGP). The NeGP hasbeen approved by the Cabinet forimplementation during the 11th Five YearPlan. The project is aimed at significantlyimproving the operational efficiency ofCentral Government Ministries andDepartments through improvement in theworkflow mechanisms and associated office

procedure manuals. DAR&PG is the nodalagency for implementing the project. "e-Office" or any less-paper initiative primarilyinvolves workflow automation andknowledge management includingdocument records management, settingand controlling the workflow in theorganization, work allocation and tracking, maintaining audit trails, performancebenchmarking and generating operationalMIS.

191190

E-Governance

20.6 The project was initially launched in 3pilot sites i.e., DAR&PG, Training Divisionof DoPT and e-Governance Division ofDepartment of Information Technology inSeptember 2010. The project is beingimplemented through NIC.

20.7 DAR&PG has adopted a phased planfor e-Office implementation across theMinistries/Departments of GOI. As per theS t r a t e g i c P l a n o f D A R & P G , 2 9Ministries/Departments are proposed to becovered for e-Office implementation byFinancial Year 2015-16. To start with, itsets a target in its RFD to implement theproject in 5 Ministries/ Departments inFinancial year 2011-12. In this process,DAR&PG has taken up 12 Ministries/Department on the basis of their willingnessfor e-Office implementation in FinancialYear 2011-12.

20.8 An orientation Workshop wasorganized on 15th June, 2011 to createawareness among the Officers of theMinistries/Departments, that have givenconsent for implementation of e-Officeduring F.Y. 2011-12. Second Workshop washeld on 2nd December, 2011 to takeforward this initiative. A handbook on ‘TheeOffice Framework: A way Forward for theGovernment’ was also released by Hon’bleMinister during the occasion. e-officeinitiative has also been chosen by theDepartment as an initiative for goodgovernance and reported to the CabinetSecretariat along with Department’sanother initiative i.e. ‘Sevottam’.

20.9 Fur ther , DAR&PG has a l soformulated and circulated ChangeManagement and Business Process Re-engineering Frameworks to all Central

First Workshop on e-Office Mission Mode Project 15.06.2011

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Government Ministries/Departments.DAR&PG is in the process of finalization ofGovernment Process Archi tect ingFramework.

20.10 Central Secretariat Manual on e-Office Procedure(e-Manual) has also beenfinalized by the Department and is beingcirculated soon.

20.11 Objective of e-Office:

(i) Workflow automation: All theactivities shall follow well definedworkflow processes, most of whichare automated and performed by thesystem through the use of genericcustomizable electronic file system;

(ii) Automation of Routine Tasks:Routine tasks that do not require anydecision by a user, can be automated

and performed at regular intervals bythe system;

(iii) Quick Access to Information: e-Officewould prov ide a systemat icapproach to storage, retrieval,communication, integration andpublication of information availablein different formats such asdocuments, statistics etc.

(iv) System would be able to handlerequired volumes and types of files.

Improved Transparency

(v) Physical file would be converted tosuitably redesigned e-files;

Easy tracking of the status andlocation of a file at any given point of time will curb delays and facilitateexception reporting; and

Second Workshop on e-office Mission Mode Project 02.12.2011

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(vi) The project would faci l i tatepublication of information throughappropriate websites.

Better accountability throughmonitoring of work and performancemanagement

(vii) Online availability of dashboards;alerts etc, so that the work done atvarious levels can be monitored andassessed regularly; and

Confidentiality and security

(viii) This is a pre-requisite of electronichandling of files of Government

Ministries and Departments and therequisite security will be ensuredunder e-Office;

(ix) Proper access control would beimplemented;

(x) Highly secure technology would bedeployed; and

(xi) Security audit will be mandated.

Modern Office Environment

(xii) Facelift of traditional offices will betaken up alongside

(xiii) Less paper office

(xiv) Improved capacity and legalenablement of electronic officeCapacity of staff to be built to operatein the e-Office environment; and

(xv) Office procedures and other relatedguidelines will be modified inconjunction with the implementationof e-Office

20.12 Strategy

(a) Define technical standards;

(b) P r o v i d e e - M a n u a l ( C e n t r a lSecretariat Manual of e-OfficeProcedures);

(c) Create Role Models;

(d) Create a simple system for selectiona n d o p e r a t i o n o f e - O f f i c eenvironment;

(e) All the above would enable theDepartment to develop a StandardRoadmap;

(f) Security/confidentiality.

Training Plan under NeGP (F.Y. 2012-17)

20.13 DAR&PG is in the process offinalization of training plan under NeGP forCentral Government officials at differentlevels.

20.14 The purpose of the document is tohighlight the need for training for effectiveimplementation of e-Governance projectsand also to develop a common unders-tanding of a core training curriculum.Master training plan outlines (i) corecompetency required by various roles for e-Governance projects ( i i ) de l iverymechanisms, (iii) institutional Frame Work(iv) broad curriculum (v) feedbackmechanism and (vi) certification.

E-Governance

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Chapter – 21INTERNATIONAL EXCHANGE & COOPERATION


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International Exchange & Co-operation

21.1 The Department of AdministrativeReforms & Public Grievances (InternationalExchange & Cooperation Division) isworking as the nodal point in respect ofmatters relat ing to internat ionalcooperation in the field of PublicAdministration and Governance, whichincludes organizing programmes and visitsof the foreign delegations to India and visitof Indian delegation abroad as part ofproject / bilateral measures taken up inaccordance with the Memorandum ofUnderstandings MOUs/ Agreements signedbetween India and other countries (bilateralor multilateral), viz, China, Malaysia, Braziland South Africa and in respect of thecooperation with other internationalorganizations of which the Ministry ofPersonnel, Public Grievances and Pensionsis an institutional member.

The purpose of the internationalcooperation component is to enable thesharing of information, best practice andpersonnel across national governments.The component was introduced in 2007-2008 with a mandate to conduct thefollowing activities:

Exchange of experts and joint research oncomparative studies;

Exchange of materials and information;

Secondments of experts from institutionsacross countries;

Membership and exchange programme forExchange visits and experiences sharingthrough workshops, seminars, conferences

key government personnel;

Peer review mechanism on sharing of bestpractice

At present, there are five countries,with whom MOUs have been signed: China,Malaysia (bilateral) South Africa (bilateralas well as trilateral; i.e. IBSA) Brazil (underIBSA) and Singapore (bilateral). Thisinvolves exchange of visits and undertakingprogrammes/projects and activities underthe existing MOU in the field of CivilServices, Personnel Management, PublicAdministration and Governance.

Cooperation with International Institute

of Administrat ive Sciences (I IAS),

Brussels, Belgium:

21.2 The Ministry of Personnel, PublicGrievances and Pensions (DepartmentAdministrative Reforms and PublicGrievances) is an institutional member ofthe International Institute of AdministrativeSciences ( I IAS) s ince 1998. Themembership is being renewed every year bypaying the requisite fee.

The International Institute ofAdministrative Sciences (IIAS) with itsheadquarters at Brussels, Belgium, wasestablished for the purpose of promoting thedevelopment of Administrative Sciences,

Chapter – 21INTERNATIONAL EXCHANGE & COOPERATION

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better organization and operation of publicadministrative agencies, improvement ofadministrative matters and techniques andfor the progress of InternationalAdministration. At the international level,it is devoted to the study of publicadministration. In the field of comparative studies, it alone provides a forum forpresenting and discussing practicalexperiences and theoretical analyses ofspecialists of public administration from allregions of the world.

Cooperat i on wi t h Commonwealt h

Association for Public Administration

and Management (CAPAM), Ottawa,

Canada:

21.3 The Commonwealth Association forPublic Administration and Management(CAPAM), with its headquarters at Ottawa,Canada, is a membership organizationdedicated to strengthening publicmanagement and consolidating democracyand good governance throughout theCommonwealth. It was formed in 1994 asa result of decisions taken at theCommonwealth Heads of Governmentmeetings in Harare in 1991. Sinceinception, CAPAM has grown to a network ofove r 1100 members ac ross theCommonwealth countries.

The Ministry of Personnel, PublicGrievances and Pensions, Government ofIndia became an institutional member ofCAPAM in 1997. The membership enablesthe Government of India to keep pace withthe latest developments in the field of publicadministration, through participation invarious programmes of CAPAM viz;International Innovations AwardsProgramme, International Innovations

Cascading Programme, internationalmeetings, seminars and conferencesorganized by CAPAM, as well as throughvarious publications, journals and studyreports issued by CAPAM. Secretary,Department of Administrative Reforms andPublic Grievances, Ministry of Personnel,Public Grievances and Pensions, as aGovernment of India nominee, in an ex-officio capacity, is a Vice President ofCAPAM Board of Directors for the term2010-2012.

CAPAM Int ernat ional Innovat ions

Awards Programme:

21.4 Since 1998, CAPAM has beenannouncing its Biennial InternationalInnovations Awards Programme. Thepurpose of the Awards Programme is topromote the interaction of new initiatives ingovernment reform throughout theCommonwealth. Through this programme,CAPAM endeavors to promote newinitiatives in government reform; to exposecountries to varying perspectives on modelsof change and reform; to promote qualityservice to public and to further strengthencommunications and exchange amongdifferent member countries. This providesan opportunity to exchange experience onnew developments and innovations inmanagemen t in gove rnmen ts o fCommonwealth countries.

India has been participating in theCAPAM Award Programme since beginningand has won gold medals in 1998, 2000,2002, 2004 and 2010 and silver medals inthe year 2002, 2004 and 2006.

The 2010 CAPAM Awards Programmewas held in Malta in conjunction withCAPAM Biennial Conference, on 14-15


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October, 2010. The following three projectsfrom India were selected among the twelvefinalists, received by CAPAM from variousCommonwealth countries.

(a) Systemic Innovation for CommunityEngagement for Drinking WaterDelivery and Water Safety in RuralAreas of Gujarat (Government ofGujarat).(Category: Innovationin Ci t i zen Engagement andDialogue).

(b) Web Based Project ManagementSystem, Karnataka State PoliceHousing Corporation Ltd. (Govern-ment of Karnataka) (Category:Innovation in Public ServiceManagement and Accountability)

(c) Mission Convergence, Government ofNational Capital Territory ofDelhi.) (Category: Innovation inG o v e r n m e n t S e r v i c e a n dProgramme).

A Gold Medal was awarded to theProject- Mission Convergence, Government of National Capital Territory of Delhi thatbest encapsulated and demonstratedexcellence under the overall awardstheme viz: “Cultivating Innovationfor Public Service of the Future:”andit also got an award in the category -Innovation in Government Service andProgramme.

An Award was given to the Project-

Systemic Innovation for Community

Engagement for Drinking Water Delivery

and Water Safety in Rural Areas of

Gujarat (Government of Gujarat). under thecategory: Innovation in Citizen Engagementand Dialogue.

CAPAM Le ade rshi p De v e lo pm e nt

Programme

21.5 The Commonwealth Association forPublic Administration and Management(CAPAM) Leadership DevelopmentProgramme was organized by theDepartment of Administrative Reforms andPublic Grievances (DARPG) at IndianInstitute of Public Administration on July 6-8, 2011.

2. The programme was structured tohighlight recent trends in the leadershipstudies, and covered the following:

i. Public Service Leadership Context

ii. An Appreciative Enquiry intoLeadership

iii. Leadership: An Art of Possibility

iv. Leadership in Action

v. The Language of Leadership

vi. Leading through Discovery

vii. Leadership Skills

viii. Strategic Leadership

ix. Commitment based LeadershipModel

x. The Challenge of Difficult Decisions

3. The Key Note Address was deliveredby Shri Ramesh C. Misra, Secretary(DARPG). “Good leadership required valuedhuman qualities, beyond conventionalnotions of authority”, he said.

4. The three-day programme wasattended by 30 senior Government officersfrom various Ministries/Departments of

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central government/State governments. Itwas intended to enhance the leadershipcompetencies of the participants in thecompetitive world of today and based onexperiential learning methodologies, aimingat the development of self awareness,emotional intelligence and strategic intentin decisions, and providing the participantswith learning experiences.

India-Brazil-South Africa (IBSA) Forum:

21.6 Recognizing the emergence andconsolidation of IBSA initiatives andcollaboration at regional and global level forpromoting good governance and wishing tostrengthen South-South cooperation, thethree countries acknowledge that jointefforts and collaboration will position them as active players in helping to direct thePublic Administration and Governancetowards democratic values and socialinclusion.

The Prime Minister of India, thePresident of Brazil and the President ofSouth Africa met in Brasilia (Brazil) onSeptember 13, 2006 for the 1st Summitmeeting of the India-Brazil- South Africadialogue forum. Also desiring to promotetrilateral exchange of cooperation in thefield of Public Administration andGovernance between the three countries in accordance with their respective nationallegislation on the basis of equality andmutual benefit, India, Brazil and SouthAfrica agreed to enter into an MOU.Pursuant to the IBSA Summit decision ascontained in the Joint Declaration issued onthe occasion, an IBSA Working Group onPublic Administration (WGPA) has been setup by the three countries. The WorkingGroup from India is headed by Secretary,Department of AR & PG.

The IBSA Working Group on PublicAdministration has been assigned a key rolein the consolidation and advocacy of workon Governance and Public Administration.T h e W o r k i n g G r o u p o n P u b l i cAdministration started working in August2006; it has since held seven meetings andadopted the following areas of cooperation:

(i) Integrated monitoring and evaluation

(ii) E-governance

(iii) Human Resource Development

(iv) Citizen oriented service delivery

(v) Anti-corruption and ethics

(vi) Accountability and Transparency

Collaboration in these areasrepresents the essence of the agreed uponMOU which has been signed on October17,2007 in South Africa, during the 2nd IBSASummit. Necessary action is underway toimplement the IBSA MoU through anannual Programme of Action, identifyingvarious projects/programme for exchangeamong IBSA countries.

The three countries have shownmaturity and eagerness to collaborate onregional and global democracy andgovernance, economy and soc ia lcommitments. The establishment of IBSAWorking Group on Public Administrationhas ensured that their engagements,advocacy and influence on PublicAdministration and Governance aresustained at global, regional and nationallevels. This has further strengthened andprovided a greater impetus to the alreadyflourishing South-South relationship.


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The 3rd IBSA Seminar entitled“South-South Practices in Management andLeadership Capacity Building and PublicService Delivery” was held at PALAMA,Pretoria, South Africa from 8-10 September,2010.

In the 7th Meeting of the WorkingGroup which was held in New Delhi on 5-6March, 2011, Shri R.C. Misra, Secretary,Department of Administrative Reforms &Public Grievances, the Leader of the Indianside and the current Chairperson of theIBSA Work ing Group on Pub l i cAdministration urged the IBSA partners tobuild upon and concretize their previouscommitments and efforts by translatingthem into deliverables to be executed withina time frame and called deeper in the field ofpublic administration.

The Working Group deliberated uponand decided a way forward in terms of anAction Plan which was adopted by the threesides for implementing the IBSA MoU onidentified areas of interest – (i) IBSA VirtualCentre on Public Administration, (ii)Integrated Monitoring and Evaluation, (iii)E-Governance, (iv) Citizen Oriented Servicedelivery, (v) IBSA Framework on PublicAdministration, (vi) Human ResourcesDevelopment and (vii) Anti Corruption,Transparency & Accountability.

India- Brazil-South Africa Web Portal onPublic Administration

21.7 The India-Brazil-South Africa (IBSA)web portal on public administration waslaunched on 30.11.2010 by Secretary,Department of Administrative Reforms& Public Grievances, Shri Ramesh C. Misraunder IBSA Co-operation Programme in thefield of public administration andgovernance.

The web portal which is a virtual centreof excellence in public administration is awide ranging web-based resource and aninteractive platform for the IBSA partners tofacilitate among them an exchange of ideasand knowledge on public administration.

The purpose of the web portal is tocreate a knowledge base for sharing IBSAexperiences and best practices in the field ofpublic administration and developmentrelated issues.

India, Brazil and South Africareaffirmed their commitment to furtherstrengthening their trilateral cooperationthrough this forum. The IBSA web portal is alandmark achievement in mutualcooperation of the three countries in thefield of public administration andgovernance, providing further impetus tothe already flourishing IBSA relationship.

India – Malaysia Cooperation in the

field of Public Administration and

Governance

21.8 A Memorandum of Understanding oncooperation in the field of Civil Service,Personnel Management and PublicAdministration between Government ofIndia, represented by the Ministry ofPersonnel, Public Grievances and Pensionsand the Government of Malaysia,represented by the Public ServiceDepartment, was signed on 14 May, 2001.

To facilitate implementation of theMoU across various spheres of interestidentified for exchange and cooperation, aJoint Working Group on Civil Service(JWGCS), which is an inter-governmentalmachinery of India and Malaysia, has beenconstituted. The JWGCS consists of


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members of both the countries asnominated by the concerned parties, withSecretary Department of AR & PG, Ministryof Personnel, Public Grievances andPensions, Government of India as theLeader of the Indian side and the DirectorGeneral, Public Service Department, as theLeader of the Malaysian side.

Cooperation with the Malaysian sideis focused in the following identified areas:

i. Human Resources Development

ii. Employer-Employee Relations

iii. Salary and Allowances of CivilServants

iv. Public Pension System

v. Employee Welfare

vi. Alternative Systems of Public ServiceDelivery

vii. Rightsizing Government

viii. Clients/Citizens Charter Initiatives

ix. TQM and ISO Certification inGovernment

x. Training: Management and IT;

xi. E-Government

xii. Civil Service matters for Managementlevel

xiii. Anti-Corruption Strategy

xiv. VRS

xv. Public Grievance Redress Mechanism(PGRM)

Sharing of experiences and benchmarking

of best practice are the key strategyof collaboration in the areas listedabove.

The third Meeting of the India-Malaysia Joint Working Group was held on6-7 January, 2004 in New Delhi. TheJWGCS reviewed the progress made by the Task Forces from both sides inimplementing the various projects listedunder the Work-plan and expressed theirsatisfaction over the progress made.

The work-Plan for the year 2003 and2004 adopted by India and Malaysia inpursuance of the MoU entered has led to avery useful exchange of informationincluding learning and sharing of bestpractices, and exchange of experts fromboth sides.

Both sides would be further engagedin exploring new areas of cooperation forfurther enhancement of bi lateralworking relationship and developing aprogramme of cooperation in the form of aWork-Plan.

India-China co-operation in the field of

Civil Services, Personnel Management

and Public Administration.

21.9 A Memorandum of Understandingbetween the Ministry of Personnel, PublicGrievances and Pensions, Government ofIndia and the Ministry of Human Resourcesand Social Security of the People’s Republicof China on Co-operation in the field of Civilservices, Personnel Management andPublic Administration has been signedon 27 May, 2010 during the visit ofPresident of India to China from 26 to 31May, 2010


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Areas of Co-operation under the MoU :

i. Capacity Building and Skills

Upgradation.

ii. Improved systems of Public Service

Delivery.

a) Customer Oriented Services

b) Qual i ty Management inGovernment

c) Public Grievance RedressMechanism

iii. Human Resources Development –

Civil Services

a) Recruitment Process and Policies

b) Promotion Policies/CareerProgression Policies

c) Performance Appraisal

d) Mechanism/Machinery foramicable resolution of disputesbetween Government and itsemployees including themechanism for personnelarbitration

iv. Human Resources Management in

Public Sector

v. Public Sector Reforms

Necessary measures are being takento implement the MoU.

India-Singapore Cooperation in the field

of Personnel Management and Public

Administration

21.10 As a part of its internationalcollaborative efforts, the Department of

Administrat ive Reforms & PublicGrievances explored the possibility ofsharing and exchanging administrativeexperiences with Singapore, particularly inthe area of Public Administration anddelivery of services, so as to improve uponthe current system of governance and instilla greater sense of responsiveness,accountabil ity, transparency, andachieving public service excellence in thecontext of public service delivery, goodgovernance, public service reform, andcapacity building and skills up-gradation.

Given the fact that high among thepriorities of the two countries are publicservice reforms and good governance, aMemorandum of Understanding (MoU)between the two countries on cooperation inthe field of Personnel Management andPublic Administration was signed by boththe sides on 18.11.11.

Meeting of the Cabinet Secretaries ofSAARC Member States

21.11 The meeting of the SAARC CabinetSecretaries was held in New Delhi onNovember 13-14, 2009 to discuss issues ofcommon concern such as administrativereforms, rural development, performancemanagement and e-governance. Themeeting was attended by all the CabinetSecretaries and other representatives of theMember States.

The initiative of Government of Indiain holding this first ever meeting of CabinetSecretaries of SAARC Member States waswelcomed. It was noted that SAARC is now focussing on implementation, havingcommendably completed the norm settingprocesses in the first two decades of itsexistence. Cabinet Secretaries agreed thatthere is a need to prioritize SAARC related


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Chapter – 22DOCUMENTATION AND DISSEMINATION

DIVISION (D&D)

work in the line Ministries of SAARC. Themeeting discussed innovations being madein administrative reforms by thesecountries. These discussions includedreference to specific schemes to ensureunderline objective of empowering citizensand ensuring inclusive growth througheffective and people-friendly adminis-tration.

Member States also discussed ruraldevelopment programmes in their owncountries and the impact made by them. Intheir presentation, the Cabinet Secretariesput forward a detailed account of the policyexperiences in their respective countries,including success stories, in the field ofRural Development.

The Meeting noted that developmentof rural areas in South Asia is an enormousdevelopmental challenge, and as suchcomprehensive efforts of all stakeholders,including strong community participation,are critical to the success of povertyalleviation efforts and development of rural areas. The Meeting appreciated thatalthough the challenges faced by the regionare common, there may be specificvariations depending on the socio-culturalmilieu in a country.

The Meeting noted the importance ofthe Performance Management andEvaluation systems which are essential forimproving delivery of services anddevelopment. They link departmental andindividual objectives to various actions(policies, programmes, projects andschemes) and enable an objectiveassessment of progress in achieving theseobjectives through fair and balanced

evaluation of the performance of variousinstitutional and individual stakeholders.

The Meet ing underl ined theimportance of use of InformationTechnology in administration of publicservices, and implementation anddissemination of development programmes,including through e-governance which isassuming an ever-increasing importance indeveloping countries including in SouthAsia. It noted that individual SAARCCountries have developed specific practicesin Information Technology that optimize theuse of human, technical and financialresources in addressing their respectivenational development priorities.

Recommendations, pertaining tovarious Ministries and Departments, madein the 1st meeting of the SAARC CabinetSecretaries, are under implementation, anda few have been implemented.

Exchange and Cooperation with

other countries:

21.12 Department of AdministrativeReforms and Public Grievances, Ministry ofPersonnel. PG and Pensions, was alsoengaged with the visiting delegations fromCanada, Afghanistan, Bhutan andIndonesia. The interactions with thesecountries focused on the areas of CivilService, Personnel Management and PublicAdministration, including ReformsInitiatives, Capacity Building and Skills up-gradation, Empowering Civil Service, E-Governance, empowering citizen by Right toInformation and strengthening vigilance forcombating corruption.


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22.1 The Documentation and Dissem-ination Division of the Departmentprimarily carries out the activities ofdocumentation, incubation and dissemin-ation of good governance practices ofCentre, State/Union Territory Governmentswith a view to sharing of experience witheach other and replication elsewhere.Besides, the Division also brings outperiodic publications and maintainsrepository of reference material concerningpublic administration, management,information technology, human resourcedevelopment in the shape of rich and wellequipped library.

22.2 State Governments and UnionTerritory administrations have takenseveral initiatives in good governance fromtime to time. However, the documentation ofthe process of conceptualizing andimplementing these initiatives/practices isoften confined to newspaper reports andofficial briefs. This is largely due to the fact that the people involved in the process havelittle time or patience to document it and inthe absence of professional documentation,it is not possible to make an evaluation ofthese initiatives with a view to take steps fortheir replication in other States/UTs orelsewhere.

22.3 The activities dealt by the Division aredetailed below:-

(i) Financial Assistance to State

Governments/UT Administrations for

pro f e ssi o nal do c um e nt at i o n and

dissemination of 'Good Governance

Practices' - The objective of the scheme is toprovide financial assistance to supportp ro f ess i ona l documenta t i on anddissemination of good governanceinitiatives by the State/UT Governmentswith a view to sharing experience with eachother and replicate elsewhere. Till date thisDepartment has granted financialassistance for professional documentationof 48 good governance initiatives of 18different States/UTs. In the fiscal year2011-12, the Department has sanctionedfinancial assistance of 3 lakh each forprofessional documentation of the followingseven initiatives of State Governments:

a) Minor Irr igat ion Programme,Maharashtra

b) Ideal water supply at Renawadivillage with active public particip-ation, Maharashtra

c) Cervical Cancer Screening Progra-mme, Tamil Nadu

d) Cardio Vascular Diseases Prevention & Treatment Programme, Tamil Nadu

e) Health Management InformationSystem, Tamil Nadu

f) Tribal Health Initiatives, Tamil Nadu

g) Success Story of Malkapur 24X7Water Supply System, Maharashtra

Chapter – 22DOCUMENTATION AND DISSEMINATION

DIVISION (D&D)

Documentation and Dissemination Division (D&D)

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(ii) Series of Presentations on Best

Practices:- In order to facilitate replicationof these success stories in other lessendowed states, a novel initiative was takenby the Cabinet Secretary in January 2005with the introduction of this presentationseries on best practices. Presentation isbeing organized before a select group ofSecretaries and senior officers of StateGovernments and Central GovernmentDepartments. Champions of the bestpractices are called for making thep r e s e n t a t i o n . A l r e a d y 2 1 s u c hpresentations on diverse topics were madewhich were well-attended by senior officersfrom the Central as well as selected StateGovernments. This year, presentationswere organized on 12th August, 2011 on (i)

Education & Training Centre of NaviMumba i Mun i c i pa l Co rpo ra t i on ,Government of Maharashtra (ii) Sickle CellAnaemia Con t r o l P r og ramme o fGovernment of Gujarat and (iii) FinancialInclusion by Punjab National Bank.

This has proved to be a usefulplatform for sharing of experiences of thechampions of successful initiatives as alsofor learning lessons from the successes andfailures. It is our experience that there is nodearth of innovative ideas and projects inour country. It is very much required topainstakingly scale these up and replicatethem to other states so that the successfulinitiatives do not remain confined to islandsof excellence only.

Presentation on Best Practices held on 12th August, 2011

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(iii) R e g i o n a l C o n f e r e n c e s o n

“Excellence in Governance” : Consequent to the ‘Conference of Chief Ministers’ held in1997, an Action Plan to facilitate CitizenCharter and accountable administration,effective and speedy public grievancesredress system, transparency and Right toInformation and dissemination of bestpractices has been adopted by theDepartment of Administrative Reforms &Public Grievances. The Regional Confere-nces are being organized with a view to bringNational and State level organizations alongwith other stakeholders including NGOs,intelligentsia, media etc. on the sameplatform to share experiences in theformulation and implementation of goodgovernance practices. Senior Officers of theCentral and State Governments responsiblefor implementing good governance practicesincluding Citizen Charters, officials fromcutting edge level, representatives of the

NGOs/consumer organizations, etc. willparticipate in the Conference. This year, theDepartment organized Conference forNorth and North-Eastern States/UTs atPatna on 15-16th September, 2011.

The main objective of the Conferencewas to generate awareness amongst theparticipants about the recent reforms forpromotion of good governance. Seniorsofficers of Government of India responsiblefor implementing good governance, officersfrom States Governments and experts in thearea of governance and administration werethe main partner/participants of theseconferences.

(iv) Publication of Book:- This Divisionis engaged in organizing lecture series /presentations etc. of best practices acrossthe country. These lectures / presentationsare immensely useful for the administratorsand the dissemination of success stories

Inaugural session of Regional Conference held at Patna on 15-16 September, 2011

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would facilitate replication of the sameelsewhere also. As such, publication ofbooks containing a compilation of theselectures / presentations would also go along way in facilitating dissemination andeventual replication. The Division hasalready published a series of books on thesubject. These are-Ideas that have Worked,Vichar Jo Kamyab Huye (Hindi version ofIdeas that have Worked,) Learn from Them,Inse Seekhe (Hindi version of Learn fromThem), Splendour in the Grass, RooflessTowers, Management by Listening, InSearch of Light and People First.

(v) Production of Documentary Films

on Best Practices: One of the objectives of the Department of Administrative Reforms& Public Grievances is to promote bestpractices. Many States have achievedexcellence in various aspects of adminis-tration and service delivery. It would be

useful to gain from the experiences of each other by exchange of ideas. The Departmentis engaged in producing documentary filmson best practices across the country. Thesefilms are immensely useful for theadministrators and the dissemination ofsuccess stories would facilitate replicationof the same elsewhere also. Thirty eightsuch documentary films are alreadyproduced and five more are in the pipeline.

(vi) Governance Knowledge Centre(GKC):- The Department of AdministrativeReforms and Public Grievances has takenup an initiative to design and develop a webbased repository of good governanceinitiatives and best practices. The GKCencompasses web based digital repositoryas also a support team comprising domainexperts, resource persons, analysts alongwith technical professionals whocontinuously ensure dynamic updation ofKnowledge Resources and Case Studies

Release of ‘People First’ on the occasion of Civil Services Day on 26th April, 2011

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relevant to the profile of users visiting therepository. The Digital Repository isenvisaged as a tool to enable capture,organize, store for easy retrieval ofdigital contents with respect to thevarious selected case studies of“Good Governance Practices” in India andabroad. The GKC Portal can be accessed atwww.indiagovernance.gov.in .

The portal aims to assist civil servants toseek practical and implementable solutionsto the day-to-day challenges they face. Itserves as a platform for collaborativeknowledge exchange for the improvement ofgovernance. It also offers a widespread andreputed lot of governance knowledge thatcivil society can utilize to understand the

nuances of civil service practices andreforms. At present, the portal consists of190 well documented best practices and375 cases studies, working papers, toolkits,policy briefings, etc.

(vii) Conference of Secretaries (AR) ofall States/UTs :- The objective of this newinitiative is (i) to create a national platformto share experiences of the states in the fieldof reforms/initiatives undertaken by themto improve public service delivery, make theadministration effective, transparent andaccountable; and to make the administ-ration citizen friendly, (ii) Challenges facedby the State Government to achieve theabove goal and (iii) fulfill the expectation ofthe State/UT Government from Department

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of AR&PG, GOI. The first and secondconferences were held on 21 August 2009and 24th September, 2010 at VigyanBhawan, New Delhi and the third was heldon 2nd September, 2011 at the same venue.The Conference was inaugurated by Hon’bleMoS (PP).

(viii) Publication of ‘Management In

Government’- A Quarterly Journal :-Department of Administrative Reforms andPublic Grievances is bringing out aquarterly journal "Management inGovernment" since 1969 in order to provideforum for frank exchange of views andopinions among administrators, acade-micians, scholars and others interested inpublic administration and public sectormanagement. The focus of journal is onapplication of management techniques topractical situations of public administ-ration as well as on conceptualisation of

principles of good management based uponexperience of live situations. In 2011-12,two special issues based on the themes,‘Ethics in Governance’ and ‘Accountabilityin Governance’ were released.

(ix) Publication of ‘Civil Services News’

– A monthly newsletter:- The newsletter isbeing brought out since January 1988 forserving and retired Government servants.The main objective of the priced publicationis to act as an effective medium for transm-ission of information to civil servants on thelatest developments taking place at theCentre with regard to personnel manag-ement, pensions, administrative reformsand public grievances and other matters of interest to the civil servants.

(x) Documentation of proceedings ofworkshops, seminars, conferences onrequisition is also organised by variousdivision of the Department.

Annexure-I

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Annexure-I

208 209

List of Awardees of the Prime Minister’s Awards for Excellence in Public

Administration 2009-10.

I. Award Category –Individual

1. Shri Pratyaya Amrit, IAS

Initiative: Bridging the Gap - The Turn around of Bihar Rajya Pul Nirman Nigam – A

Success Story

II. Award Category – Group

Team Members

1. Shri Rajendra Ganeshlal Holani, Chief Engineer

2. Shri Sadanad Kashinath Bhopale, Sect. Engineer

3. Shri Sunil Yashwant Basugade, Sect. Engineer

4. Shri Uttam Pandurang Bagade, Sect. Engineer

Initiative: Success Story of Malkapur 24x7 Water Supply Scheme

III. Award Category – Group

Team Members

1. Shri Vijay Shantilal Nahata, IAS

2. Ms. Varsha Vishwajeet Bhagat

Initiative: Education and Training Centre (ETC) - Dreams to Reality

IV. Award Category – Organisation

1. Commissionerate Health, Medical Services & Medical Education, Gujarat

Initiative: Sickle Cell Anemia Control Program, Government of Gujarat

V. Award Category – Organisation

Department of Environment, Science & Technology (DEST),

Government of Himachal Pradesh

Initiative: Sustainable Plastic Waste Management in Himachal Pradesh:

From Concept to Policy

Annexure-IIAnnual Report 2011-2012

Annexure-III

211210


Annexure-II Annexure-IIIBooks Published by Department of Administrative Reforms & Public Grievances

Year of Title of the Book Remarks

Publication

2004 Ideas that have Worked

2007 Learn from Them

2008 Splendour in the Grass 3rd Civil Services Day, 2008

2008 Roofless Towers

2008 Management by Listening

2009 Bringing Your Own Bytes 4th Civil Services Day, 2009

2009 ‘In se Seekhe’ (Hindi translation of

Learn from Them)

2009 ‘Vichar Jo Kamyab Rahe’ (Hindi

translation of Ideas that have Worked)

2010 In Search of Light 5th Civil Services Day, 2010

2011 People First 6th Civil Services Day, 2011

{ to add description about the new book ‘People First’ at the end of Books section of the

Annual Report 2010-11 at page No. 198-199}

People First

This comprehensive collection of nine initiatives showcases innovations in India that

received the Prime Minister’s Award for Excellence in Public Administration for the year

2008-09. Documentation has been planned with methodological rigour and has the

authenticity of coming straight from the initiators. The book is an excellent source for

comprehending the dynamics of innovations and management of change Chapter wise

major initiatives

211210

ADMINISTRATIVE REFORMS

The Second Administrative ReformsCommission (ARC) was constituted on31.08.2005 and it has presented 15Reports to the Government for consider-ation. Core Group on AdministrativeReforms under the Chairmanship ofCabinet Secretary has finished examinationof all the 15 reports. The GoM has so farconsidered eleven reports. The decisions ofGoM on these reports are at various stages of implementation. The report on‘Combating Terrorism (Eighth Report)’ hasbeen handled by the Ministry of HomeAffairs and it is understood that necessaryaction has already been taken on thisreport. Thus, in all 13 Reports have beenconsidered, so far. Remaining 2 Reports(Report No. V and X) are yet to be consideredby GoM.

Recent initiatives

1. Holding of GoM on following 2pending reports of ARC

l5th Report on Public Order:Justice for each....Peace for all.

l10th Report on Refurbishing ofPersonnel Administrat ion-Scaling New Heights.

2. Focuses on review & monitoring ofimplementat ion o f acceptedrecommendations of 12 Reports(Except 8th Report on CombatingTerrorism which is done by Ministryof Home Affairs) of 2nd ARC byDepartments/Ministries of GOI.

3. Focuses on facilitation/ dissemin-ation to States/UTs about acceptedrecommendations of 2nd ARCthrough

Civil Services Day

The Government of India from theyear 2006 onwards has started celebrating21st of April every year as ‘Civil ServicesDay’ as an occasion for the civil servants torededicate themselves to the cause ofcitizens and renew their commitment topublic service and excellence in work. Firstsuch function was held in Vigyan Bhawanon 21.04.2006. On the occasion of the sixthCivil Services Day on 21.04.2011,Honourable Prime Minister presented theAwards for Excel lence in Publ icAdministration for the year 2009-10 to fiveinitiatives in three categories viz.,individual, group and organization.

Recent Initiatives

The next Civil Services day will beheld on 21.4.2012.

Prime Minister’s Award for Excellencein Public Administration:

The Government of India hasinstituted ‘Prime Minister’s Awards forExcellence in Public Administration’ toacknowledge, recognize and reward theextraordinary and innovative work done by officers of the Central and StateGovernments.

Recent initiatives

For the current year 35 nominationswere shortlisted. The field studies forevaluation of the projects are beingundertaken. In addition, the expertcommittee has also decided suo motu toconsider the initiative on Conduct ofPanchayat elections in Jammu & Kashmir.The awards would be distributed on21.4.2012.


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l

l

Chief Secretaries Conference

From the year 2010 onwards theGovernment has also institutionalized theevent of Annual Conference of ChiefSecretaries. The first such Conference washeld on 1-2nd February, 2010 and thesecond on 4-5 Feb 2011 and both wereinaugurated by the Prime Minister.

Recent initiatives

The third Conference was held on 3-4 Feb 2012.

STATE OF GOVERNANCE REPORT

(SOGR)

The Department initiated a study formeasuring governance at State level toprovide a tool which could be used by StateGovernments to identify areas which needimprovement. It was the expectation thatassessing the state of governance foridentifying parameters would help thepolicymakers and development practitio-ners to understand implications of certaindecisions.

The State of Governance Reportmethodology was finalized after extensiveconsultations with a broad spectrum ofpeople. The draft methodology waspresented to a wide range of audience at anational level workshop on 27.03.2009where representatives from academia, civilsociety, research bodies, senior officersfrom Central Line Ministries, StateGovernment representatives (where thepilot was done), Planning Commission andmultilateral agencies were invited.

The framework for the State ofGovernance Report has been approved byMOS (PP).

Recent initiatives

A draft note for the Committee of

Secretaries(CoS) on the subject has been

circulated to the concerned Ministries/

Departments and some of the States for

seeking their concurrence.

I NT ER NAL CONT R OL AND R I SK

MANAGEMENT FRAMEWORK

A study for developing Internal

Control and Risk Management (ICRM)

framework to manage risk in Ministries/

Departments and their subordinate offices

was initiated, based on the suggestion of

C&AG and PMO.

ICRM framework will ensure the

effective realization of the objectives set

forth for any scheme. This is done by (i)

identifying the potential concerns /risks

/impediments for successful implemen-

tation of a scheme and (ii) designing and

operationalizing adequate measures to

address these risks/concerns. The

activities defined in the ICRM process are: (i)

risk assessment (risk identification as well

as risk prioritization), (ii) risk treatment/

mitigation, (iii) risk monitoring, (iv) risk

assurance and (v) risk re-assessment.

Recent initiatives

The tools are under preparation and it

would be shared across Departments/

Ministries of Govt. of India. A draft note for

the Committee of Secretaries (CoS) on the

subject has been circulated to the

concerned Ministries/Departments for

seeking their concurrence.


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STUDY ON SOCIAL ACCOUNTABILITYMECHANISMS

A study was initiated by theDepartment entitled “Social AccountabilityMechanism” which would explore ways andmeans of enhancing the ability of citizens(especially the poor and marginalized) toengage with public servants and politiciansin a more informed, direct and constructivemanner so that the services under theNational Programmes were effectivelydelivered. The National Institute ofAdministrative Research (NIAR), a unit ofLal Bahadur Shastri National Academy ofAdministration (LBSNAA) Mussoorie, wasentrusted with the assignment ofdeveloping necessary generic tools/framework relating to social accountabilitywhich could also be adopted in varioussocial sector schemes/programmes of theGovernment of India.

Recent initiatives

A o n e d a y w o r k s h o p w i t hstakeholders (Departments of Govt. of Indiaand State Governments) was held at NIRDHyderabad on 6th May 2011 to discussthreadbare the contours of the main issuescovered in the report.

A note has been placed before theCommittee of Secretaries(CoS) forconsidering mainstreaming the SocialAccountability Tools in all the Social Sectorschemes of the Government, run by theGovernment of India, including PPPprojects, by issuing appropriate guidelines.

PUBLIC GRIEVANCES

As per Allocation of Business Rules,the Department is responsible for Policy andCoordination of issues relating to (a)Redress of Public Grievances, in generaland (b) Grievances pertaining to Central

Government Agencies, in particular. ThePublic Grievance Division in theDepartment is responsible for this activity,including Citizen’s Charter, InformationFacilitation Counters, and reform measuresfor progressive improvement in publicservice delivery with special focus on pro-poor service delivery. For this objective, theSevottam model for excellence in servicedelivery through continuous improvementshas been developed and is beingimplemented both in the Centre and States/ Union Territories. From its simplebeginnings through issue of PolicyGuidelines on Public Grievances, the scopeof Public Grievances today envisagesintroduction of the concept of QualityManagement in Service Delivery by allCentral government agencies. More than adozen successful pilots have beencompleted, so far.

Recent initiatives

(a) Upgraded version of CentralizedPublic Grievance Redress AndMonitoring System (CPGRAMS) nowlinks all Central Ministries/Departments and more that 5600field units. launched on 27.09.2010.

(b 4 workshops on Sevottam frameworkfrom 22nd September, 2011 to 30thNovember 2011, covering 32M i n i s t r i e s / D e p a r t m e n t s o fGovernment of India and six sectorsof all States / Union Territories.

(c) Taking up new pilot projects underSevottam in 2011-12.

Modernization of Government Offices

The Plan Scheme on Modernization ofGovernment Offices was launched in theyear 1987-88 with the objective ofimproving the work environment through

214 215

functional layouts, creation of open offices,reduction of paper work by using modernaids, cost effective and space effectiverecords management. It was envisaged tobecome a tool to increase efficiency andproductivity of the workforce with betterpublic service delivery and publicsatisfaction as the ultimate aim. Thescheme lays thrust on comprehensive andintegrated planning, modern work stations,uniformity in the physical parameters andmaintenance of the modernized units.

The proposals received under thescheme are examined by a ScreeningCommittee, which is chaired by theAdditional Secretary (AR&PG) and hasmembers drawn from the PlanningCommission, National Informatics Centre,and Integrated Finance Division of theMinistry of Personnel, Public Grievances &Pensions and Ministry of UrbanDevelopment.

Recent initiatives

Standardized designs are beingprepared for modernization of officersspaces. Till date, an amount of Rs.58.81crores has been sanctioned to variousMinistries/ Departments in respect of 425proposals.

Central Secretariat Manual of Office Procedure (CSMOP)

The Department of AdministrativeReforms and Public Grievances as a nodalagency is entrusted with the responsibilityof prescribing procedures for Secretariatwork through the Central SecretariatManual of Office Procedure (CSMOP). Theoverall aim of the CSMOP is to increaseproductivity in work and to provide for aresponsive administration without alteringtheir basic logic which would reflect the

changing working environment through thecorresponding evolution of the processesand procedures/guidelines.

Recent initiatives

(a) In the light of changes ushered in bydevelopments taking place in theworking environment like role ofInformation Technology, Right toInformation Act etc., and therecommendations given by Admin-istrative Reforms Commission, arevised 13th Edition of the CSMOPhas been published.

(b) E-Manual- The Department ofAdministrative Reforms & PublicGrievances under the e-OfficeMission Mode Project has finalized aCentral Secretariat Manual of e –Office Procedure to be adopted by thevarious Governments of India officesin the e-office environment in auniform manner.

(c) Record Retention Schedule- Thelast record retention schedule inrespect of functions common to allDepartments was brought out in the year 2004. Keeping into consider-ation the recommendations of the2nd ARC, strides in InformationTechnology and enactment of theRight to Information Act-2005; theDepartment proposes to revise theRecord Retention Schedule. ThisDepartment has already written tothe all the Ministries/Departments ofthe Government of India to givesuggestion for revision in the Record Retention Schedule. A number ofsuggestions have been received andare under examination and therevised record retention schedule isslated to be finalized during 2012-13.


214 215

National Conference on e-Governance

The Department of AdministrativeReforms and Public Grievances along-withthe Department of Information Technologyand in association with one of the StateGovernments has been organizing theNational Conference on e-Governance everyyear since 1997. This Conference provides aplatform to the senior officers of theGovernment including IT Secretaries ofState Governments, IT Managers of theCentral Government, and ResourcePersons, Experts, intellectuals from theindustry and academic institutions etc. todiscuss, exchange views and experiencesrelating to various e-governance initiatives.

The 14th National Conference on e-Governance was held on February 10-11,2011 in Aurangabad under the jointauspices of Department of AdministrativeReforms and Public Grievances, Gover-nment India, Department of InformationTechnology, Govt. of India and Departmentof Information Technology, Government ofMaharashtra. The theme of the Conference was "Rural e-Service Delivery" and it wasattended by senior Government officers andintellectuals from industry, academia andcivil society and provided a platform to themto discuss, enhance views and experiencesrelating to various e-governance initiatives.National Awards for e-Governance werepresented during the inauguration of thisConference.

Recent initiatives

The 15th National Conference on e-Governance was organized on 8-9thFebruary, 2012 at Bhuvneshwar, Odisha.

• The theme of the conference wasTowards effective e-Service Delivery.

The sub themes were:

Democratization of Information

Social Audit

Local Government

e-office - A National Mission ModeProject under the National e-GovernancePlan, approved by the Cabinet e-Office isone of the Mission Mode Projects (MMP),under the National e¬-Governance Plan(NeGP). The NeGP as also the e-Officeproject has been approved by the Cabinetfor implementation during the 11th FiveYear Plan. The project is aimed atsignificantly improving the operationalefficiency of Central Government Ministriesand Departments through improvement inthe workflow mechanisms and associatedoffice procedure manuals. The DAR&PG isthe nodal agency for implementing theproject. "e-Office" or any less-paperinitiative, primarily involves workflowautomation and knowledge management,including document records management,setting and controlling the workflow in theorganization, work allocation and tracking, maintaining audit trails, performancebenchmarking and generating operationalMIS.

Recent initiatives

The project was launched in 3 pilot sites i.e.,DAR&PG, Training Division of DoPT and e-Governance Division of Department ofInformation Technology in September 2010.The project is being implemented in aphased manner through NIC. 12Ministries/Departments are being coveredduring the year. e- Office Mission ModeProject has also been chosen by theDepartment as an initiative for goodgovernance and reported to the CabinetSecretariat.


Chapter – 23Department of Pension & Pensioners’ Welfare

216 217

23.1 The Department of Pension &Pensioners' Welfare was set up in 1985 aspart of the Ministry of Personnel, PublicGrievances and Pensions to cater to theCentral Civil Pensioners across the country.This department is the nodal Department ofthe Government of India for formulation ofgeneral policy on pension and otherretirement related benefits, besidesfacilitating redressal of grievances relatingto pension and retirement benefits. TheDepartment has taken a number of stepsover the years for streamlining the pensionadministration system for greaterconvenience and welfare of the pensioners.

23.2 The Department of Pension andPensioners' Welfare administers thefollowing rules:

i. CCS (Pension) Rules, 1972

ii. CCS (Commutation of Pension)Rules, 1981

iii. CCS (Extra-ordinary Pension) Rules

iv. GPF (CS) Rules, 1960 .

v. CPF (India) Rules, 1962

23.3 The Department of Pension &Pensioners' Welfare has developed a web-based 'Pensioners' Portal', a Mission ModeProject (MMP) under the National e-Governance Plan of Government of India. Itwas launched on March 30, 2007 for publicdomain. The Portal is in operation fordissemination of pension relatedinformation as well as registration of

pensioners' grievances online. It has twocomponents: (a) non-interactive and (b)interactive. The non-interactive partcontains updated information on pensionrules and various instructions issuedthereunder and the database of pensioners.The interactive part involves pension roadmap, online calculation for pension, familypension, etc. and online registration ofgrievances of pensioners and theirredressal. Besides, around 27 Pensioners’Associations have also been identifiedacross the country in connection withimplementation of the Portal. TheseAssociations are expected to helppensioners in filing their grievances on-linethrough CPENGRAMS, provide the statuson-line through CPENGRAMS, pursuingthe cases with local authorities(i.e.StateLevel). They are also supported to formulatethe Annual Work Plan with regard tovarious activities for the welfare ofpensioners.

The Department of Pension &Pensioners’ Welfare with the help of NIC hasdeveloped an updated version ofCPENGRAMS, which is based onintegration of the data base of CentralizedPubl ic Grievances Redressal andMonitoring System (CPGRAMS), under theadministrative control of Department ofAdministrat ive Reforms & PublicGrievances and the CPENGRAMS,administered by Department of Pension &Pensioners’ Welfare. Under the updated

Chapter – 23Department of Pension & Pensioners’ Welfare

Department of Pension & Pensioners' Welfare

216 217


version, the pension related grievances will be combined with other grievances andtherefore receipt from multiple sources will not be there for the Ministries/Departments. This will also facilitatedisposal of grievances for all Ministries/Departments who can now log on toCPGRAMS and look into the pensiongrievances. Earlier, they had to log on toCPENGRAMS & CPGRAMS separately. Theupdated version of CPENGRAMS wasinaugurated by MOS (PP) on 11.10.2011 atIndia International Centre.

99 Ministries/Departments /Orga-nisations dealing with the work relating topensioners’ grievances redressal mecha-nism attended the ceremony.

The Department has been constantlyholding Review Meetings with the NodalOfficers of various Ministries/Departments seeking their intervention for redressal ofpending pensioners’ grievances in theirDepartment/Ministry as forwarded byDepartment of Pension & Pensioners’Welfare. Workshop-cum-trainings are alsoconducted by the Department to acquaintthe Ministries/Departments with thefeatures of CPENGRAMS.

The Plan Scheme “Pensioners’ Portal”has been approved by Integrated FinanceDivision for continuation in the XII Planperiod.

23.4 Some of the important developmentsof the recent past are indicated below:

(i) CCS (Pension) Rules, 1972 have beenamended to incorporate some of thedecision taken on the recommenda-tions of the Central Pay Commission.A notification in this regard has beenissued on 8.6.2011.

(ii) Consequent upon implementation ofthe recommendations of the SixthCentral Pay Commission (6 CPC),orders for revision of pension of thepre-2006 and post-2006 pensionerswere issued. In addition, provisionsregulating pension/family pension/disability pension, etc. were furtherliberalized. These include:

lEnhancement of minimumpension/family pension fromRs.1275/- to Rs.3500/- permonth;

lMinimum increase of 40 percentof the pre-revised basic pensionof pre-2006 pensioners/familypensioners;

lGrant of additional pensionranging from 20% to 100% to oldpensioners/family pensioners ofthe age of 80 years and above;

lGrant of full pension oncompletion of 10 years ofqualifying service (instead of 33years of qualifying service);

lRaising of ceiling for gratuity fromRs. 3.5 lakhs to Rs.10 lakhs;

lContinuance of family pension tochildless widow on remarriage;

lPeriod of enhanced familypension in the event of death of aGovernment servant while inservice increased from 7 to 10years.

lEx-gratia lumpsum compen-sation to families of employeeswho lost their lives in theperformance of duty, enhanced

l

l

l

l

l

218 219

l

l

l

l

l

l

l

l

from Rs. 5 lakh/7.5 lakh to Rs. 10lakh/15 lakh.

lGrant of Constant AttendantAllowance to 100 percentdisabled pensioners who retiredin accordance with the CCS(Extraordinary Pension) Rules.

lGrant of disability pension toGovernment servants who haverendered less than ten years ofservice and got disabled andboarded out of service. Earliersuch government servants wereentitled to only service gratuity asthe eligibility for disabilitypension was of ten years.

lOrders were issued to continueFamily Pension @ Rs.3500/- p.m-payable in the case of Burma Civilpensioners even after theGovernment of Myanmar did notallow the same after 10 years ofthe death of a pensioner or till hewould have attained the age of 65years, whichever is earlier.

lConsequent upon acceptance ofthe recommendations of the sixthCPC, the minimum pensionpayable under ex-French Ruleswas enhanced to Rs. 3500/- p.m.to be effective from January 1,2006. Similar enhancement wasalso agreed to in the case of ex-Portuguese pensioners by theUnion Territory Administration ofDaman and Diu.

lThe Department continues toissue necessary clarifications onvarious matters/issues on retire-ment benefits and particularly, in

the context of various ordersissued on account of acceptanceof the recommendations of theSixth Central Pay Commission.

(iii) A son/daughter of a Governmentservant, suffering from any disorderor disability of mind (includingmentally retarded) or physicallycrippled or disabled, would now berequired to submit Medica lCertificate from a 'Medical Board' (aslaid down therein) once, if thedisability is permanent, and once infive Years if the disability istemporary.

(iv) Dependent disabled siblings (i.e.brothers/sisters) of a Governmentservant/ pensioner allowed familypension for life.

(v) Family pension to the eligible familymembers of a Government servant/Pensioner reported missing andwhose whereabouts are not known,to be sanctioned after a period of 6months reckoned from the date offiling of FIR with the policeauthorities.

(vi) Special benefits in cases of death anddisability in service– Minimum ceilingof Family Pension and DisabilityPension enhanced (for Category 'B','C', 'D' & 'E') consequent uponenhancement in the minimum ceilingof Pension/Family Pension.

(vii) The amount of gratuity to be withheldon retirement of a Governmentservant towards any dues on accountof license fee and damages to theGove rnment accommodat i onoccupied by him/her would now be10% of the gratuity amount payable


218 219

to the Government servant. Theprevious limit in this regard was 10%of the gratuity or Rupees onethousand, whichever was less.

(viii) The ceiling for payment of ex-gratialumpsum compensation from allsources to the families of CentralGovernment employees has beenremoved from 1.1.2006. The earlierceiling for such payment in each casewas Rs. 20 lakhs.

(ix) On introduction of the New PensionScheme, among others, the CentralCivil Services (Pension) Rules, 1972and the Central Civil Services(Extraordinary Pension) Rules wereamended on December 30, 2003.Under the amended Rules, thebenefit of Invalid Pension/ DisabilityPension and Family Pension/Extraordinary Family Pension/Liberalized Pensionary Award reliefare not available to the Governmentservants appointed on or after 1-1-2004. Considering the hardshipbeing faced by the employeesappointed on or after January 1,2004, who are discharged oninvalidation/disablement and by thefamilies of such employees who have died during service since January 1,2004, orders have been issued toextend the benefits regardinggratuity, family pension, disabilitypension, etc. to the Central CivilGovernment Servants covered by theNew Pension Scheme, on provisionalbasis. The payments made in terms ofthese orders will be adjusted against the payments to be made in

accordance with the rules to benotified.

(x) Orders were issued to continuemobility of employees of the CentralGovernment, Central AutonomousOrganizations, State Government,State autonomous bodies appointedon or before December 31, 2003 andwho were governed under the old noncontributory Pension Scheme of theirrespective Governments/ organiza-tions in order to provide for thecontinuance of pensionary benefitsbased on the combined service inaccordance with CCS (Pension)Rules, 1972.

(xi) Revised Orders allowing modifiedpar i ty to pens ioners/ fami lypensioners drawing pension/familypension as on 1.1.2006 under theCentral Civil Services (ExtraordinaryPension) Rules, on the same analogy as was allowed to the pre-1996pensioners/family pensioners videDepartment of Pension & Pensioners'Welfare's OM dated 11.9.2001, havebeen issued by the Department on30.09.2010.

(xii) Amendments to the CCS (Extraordin-ary Pension) Rules, 1939 have beennotified vide Department’s Notific-ation No.33/2/2010- P&PW(F) dated15.2.2011.

23.5 Department of Pension & PensionersWelfare had notified Central Civil Services(Commutation of Pension) AmendmentRules, 2010 vide Gazette NotificationNo.2806 dated 9.11.2010 regarding theamendments to Central Civil Services(Commutation of Pension) Rules, 1981.


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Standing Commit tee of Voluntary

Agencies (SCOVA):

23.6 A Standing Committee of VoluntaryAgencies (SCOVA) has been set up by theDepartment under the Chairmanship ofMOS (PP) with a view to provide feedback onthe implementation of policies/progra-mmes of this Department besidesmobilizing voluntary efforts to supplementthe Government action. A meeting ofSCOVA was held in September, 2011 whichwas attended by representatives of variousPensioners' Associations and someMinistries/Departments. Many issuesconcerning pension and other retirementbenefits were discussed in the meeting.

Dearness Relief to Pensioners/ Family

Pensioners:

23.7 Rates of Dearness Relief (DR) payableto Pensioners/Family Pensioners have beenrevised from time to time. The same arepayable at the following rates:

i. 1.1.06 - Nil

ii. 1.7.06 - 2 per cent

iii. 1.1.07 - 6 per cent

iv. 1.7.07 - 9 per cent

v. 1.1.08 - 12 per cent

vi. 1.7.08 - 16 per cent

vii. 1.1.09 - 22 per cent

viii. 1.7.09 - 27 per cent

ix. 1.1.10 - 35 per cent

x. 1.7.10 - 45 per cent

xi. 1.1.11 - 51 per cent

xii. 1.7.11 - 58 per cent

To enable Pension DisbursingAuthorities (i.e. Banks/Treasuries/Post

Offices) to speedily disburse the DR, copiesof the orders are sent to them and to theMinistries/Department, etc. The orders arealso hosted on the website of theDepartment simultaneously for theconvenience of all concerned. 8. Handlingof various references and GrievanceRedressal System:

23.8 The Department of Pension &Pensioners' Welfare, being the nodalDepartment for pension and pensionrelated matters, receives large number ofreferences from Ministries/Department/PSUs, etc. The Department renders adviceon interpretation of Pension Rules andconsiders cases referred by Ministries/Departments for relaxation of the provisionsof Pension Rules. The Department alsoreceives a large number of grievancesdirectly from the pensioners/familypensioners and majority of these grievancesare forwarded to the concernedadministrative Ministries/Departments forredressal through Centralized PensionGrievance Redressal and MonitoringMechanism (CPENGRAMS)-a softwaredeveloped by the Department of Pension &Pensioners’ Welfare with the help of NIC - forredressal of grievances.

Results Framework Document 2011-12:

23.9 On the directions of CabinetSecretariat (Performance ManagementDivision), the Department has formulated aResults Framework Document (RFD) for2011-12. Action is underway to completethe activities/targets listed therein withinthe prescribed time period.

23.10 The Department continues to extendnecessary advice and provide consultationto various Departments of the Government

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of India on retirement benefits in casesreferred to it including vetting of counteraffidavits to be filed by the GovernmentDepartments in cases preferred byGovernment servants and the pensionersconcerning any issue on retirementbenefits.

Manpower Status:

23.11 Details regarding sanctionedstrength and staff in position in theDepartment are as under:-

Group Sanctioned In Position

Strength

A 12 11

B 23 21

C 8 3

D 6 6

Total 49 41


23.12 The following are the details ofallocations and expenditure incurred by theDepartment of Pension & Pensioner’sWelfare during the last 3 years:

The audit of accounts for the year 2009-10

has not been conducted so far. There are 15audit observations/paras reflected in thereports on the accounts of the Departmentof Pension & Pensioners’ Welfare, for theyears 2007-08 and 2008-09. The responseof the Department to these observations/paras has been conveyed to the audit. Whileone observation/ para has been dropped,the audit will verify the facts for remainingparas during the course of next audit.

Hindi Pakhwara:

23.13 A Hindi Pakhwara was organized bythe Department in the third-fourth week ofOctober, 2011 to inculcate the spirit ofmaking progressive use of Hindi in officialnoting, drafting and communications.Competition in essay writing and noting anddrafting was observed among the staffmembers and suitable awards were given asincentive.

(Rs. in thousand)

Details 2009-10 2010-11 2011-12

Allocation Expenditure Allocation Expenditure Allocation Expenditure

Non-Plan 29800 25685 28400 27919 32400 17600*

Plan 5000 195 5000 2307 4200 1000*

*As on 31.10.2011

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