SIXTH CENTRAL PAY COMMISSION
Response of Indian Administrative and Civil Service (Central) Association
1. Comparison with public/private sectors
1.1 Should there be any comparison/parity between pay scales and perquisites in Government and the public/private sector?
Yes, Since the civil servants are also part of the society, they cannot function in isolation from the other public services including the private sector. Only the social interaction with the similar other groups with equal financial status keep the appropriate position and morale high , and then only one can achieve and have the desired positive self confidence and motivation.
1.2 Is it possible to quantify all other benefits, excluding pay, derived by employees in Government and the public and private sectors from security of tenure, promotional avenues, retirement packages, housing and other invisibles? In view of these benefits, can there be any fair comparison between the salaries available in the government vis-à-vis the salaries in the private sector?
There is no need to compare the perks provided to a civil servant at all in view of the unique and complex nature of public service which is entirely different. There are lots of challenges both foreseeable and unforeseeable including life risk, public outrage, call of duties at odd hours and odd times like disastrous emergency situations earthquake, tsuanmi flood, cyclone or fire and terrorist explosions etc no time is left for the family, everything in public life is at the cost of personal life. There is an inbuilt possibility for political victimization in handling any of the controversial public issues.
1.3 In order to ensure a fair comparison based on principles of equity and social justice, would it not also be appropriate to take into account the economic conditions of large sections of the community that are less privileged than Government employees and many of whom live below the poverty line?
It is very true and has to be committed in achieving the equity and social justice in a time bound manner and to achieve the above the IAS officer has to be equipped to face and deliver the challenges in achieving the objectives of the overall development and well being of the common man in the field. He has to counter many vested interests in our iniquitous society who tries to overawe a poorly positioned and inadequately equipped.
2. International comparisons
2.1 Some countries have raised civil service pay scales almost to levels prevalent in the private sector on the hypothesis that a well-paid bureaucracy is likely to be honest and diligent. To what extent would such a hypothesis be valid and how far would such a course of action be desirable?
Yes. We fully agree and support the idea of some of the countries who have raised the pay scales and facilities almost at the level prevalent in the private sector so that a well paid bureaucracy is more likely to be very honest and diligent. We support this hypothesis fully and it is also well recognized by the society. In various public services, where earlier a honorary and volunteer and unpaid social services, they have also shifted to compensate the individuals efforts which is in tune with the time as there is no free lunch or dish they also need to enjoy. Even the well recognized NGOS both nationally and internationally have put into practice. However, our Association feels that Honesty and sincerity arise from internal motivation factors and cannot be purchased. Any hardship arising from the poor remuneration leading to de-motivation, frustration, loss of qualified employees can be offset only with better pay scales and more satisfying work environment.
3. Impact on other organizations
3.1 Salary structure in the Central and State Governments is broadly similar. The recommendations of the Pay Commission are likely to lead to similar demands from employees of State Governments, municipal bodies, panchayati raj institutions & autonomous institutions
Their paying capacity is considerably limited. To what extent should this factor be considered in devising a reasonable remuneration package for Central Government employees?
The Association would like to differ with the views expressed in the above paragraph. We do not suggest what required to be paid to the other services mentioned in the paragraph, particularly the other central/ state services whose role is restricted to a specific task and with limited responsibility except the Indian Foreign service. While IAS is managing the overall governance which helps to provide suitable enabling environment for such functionaries. The service members are supposed to interact with the top level executives/CEOs of various national and international organizations / institutions and have to deal with them effectively.
4.1 How should we determine the salary to be paid to a Secretary in the Central Government? Please suggest an appropriate basic pay for a Secretary? Can appointment to this post be made on a contractual basis where salaries and tenure are linked to the performance in terms of achieving defined targets?
The association is proposing a broad frame work and indicating the situations where in the Secretary in central Govt required to function. The pay commission may kindly draw it own conclusion based on the feedback and information privy to the commission. The appropriate basic pay of the Secretary should be such that he can afford at times to take at least one international private trip per year with his/ her family and travel within the country on his own cost long distances for social cause without seeking any obligations or favours from any private or other agencies. He/ She should be able to provide suitable economic support including required medical treatment and provide the children the best of the education both nationally and internationally. He/ She should also be able to live financially comfortable in a respectable manner in a social environment particularly in a metro town where such positions are there. The indicative private salary in the country is appended herewith as ANNEXURE II, based on reporting of Business Today cover story titled SOARING SALRIES PAGES 66 to 78 dated Sept 24th 2006. We politely disagree to the idea to appoint any secretary to govt. of India/ State on contract basis in view of the special responsibility involved in discharging the sovereign and other functions which provides very easy access to all confidential discussions, all classified documents and information with the government in view of the prevailing inhospitable security surroundings specially in South Asia. If so required and inevitable and to infuse competence and expertise. The Gov. should hire or seek such expert services to the functionaries as per the need of the organization.
4.2 What should be the reasonable ratio between the minimum and the maximum of a pay scale?
In this era of globalization where the executive level faces various kinds of risks are much more and a person achieve success only when he could fully concentrate on a job to look forward beyond the level of immediate surrounding as it was the situation in the past when the society was almost static. To manage the present socially diverse and dynamic society there are many new challenges emerging, to retain his/ her performance at an average level he/ she need to put a lot of effort while at lower level there is correspondingly much less work and secured environment and therefore cannot be a yardstick to judge the upper level salary for a person who need to lead the organization.
4.3 Is it necessary to persist with a pre-determined minimum-maximum ratio on ideological considerations? Or is it more important to ensure efficient administration by preventing flight of outstanding talent from Government?
For the pre-determined minimum – maximum ratio the reply is negative. The real challenge is to retain the efficient administrators and talents in the Govt and would be more acute in the coming days in view of more opportunities available both nationally and internationally. Though it may not be possible to retain the efficient administrators altogether, however we can retain at the present level or some large number of them by offering reasonable good pay package and service conditions to preventing flight of outstanding talent from the Government.
5.1 Employees in the Secretariat and analogous establishments are entitled to higher pay scales than the corresponding field functionaries. This was supposed to compensate them for the loss of certain facilities available to them in field assignments and the extra effort required for decision-making at the policy level. Are these factors valid even today particularly in the context of decentralization and devolution of administrative powers? Is this discrimination between field and secretariat functionaries even justified today?
The functions at the secretariat and in the field cannot be compared in all situations and at all levels. While field functions are the actual l work they have to report to the secretariat. The officer commanding from the secretariat being another person in field should have capacity and authority to supervise their work, therefore has to be more senior in terms of experience and the expertise. He need to have fairly good idea of the other line departments whose coordination has to be ensured. As such all the field and secretariat level of posts are not similar. There should be proper grading of all responsible posts which can be equated with some standard posts in some of the permanent organizations. Thus a parity at field and secretariat required to be maintained carefully.
6. Group-A Services
6.1 Is there a case for a Unified Civil Service, merging therein all Central (both technical and non-technical) and All India Services, allowing vertical and horizontal movement? Or should there be two distinct streams, one embracing all the technical services and the other for non-technical services?
There cannot be a complete unified civil service system; in fact such attempt will blur the focus from the IAS. It is this approach which is coming in the way of smooth functioning of government which is to some extent happening today. However inbuilt mechanism has to be there for some limited lateral entries and consultation below secretary level to the IAS from the experienced scientists, management experts and other services.
6.2 Do you feel that the pattern of pay scales for all Group A Services should be redesignated so as to attract candidates of the requisite caliber? Keeping in view some of the compensation packages being offered to fresh professionals by the private sector, what emoluments would you suggest for an entrant to a Group-A Service in Government?
The career orientation of the HRD is essential for a healthy grooming of people for senior responsibilities. We do not propose any specific package however request the commission to ensure the following basic things essential for the service is: I. An higher pay package than other services through which government has to act to ensure smooth coordination and effective supervision. II. Considering the fact of much larger role the service members are playing , dealing the national programme which are rural upliftment having close interaction at State and field functionaries it deserve the higher pay scale then the others. III. In view of the prevailing coalition political rivalries the role of IAS to coordinate effectively has increased along with the risk of annoying either of the groups, job risk at the stake, therefore required to adequately protected in terms of job security etc, it also requires an edge over other services to be more effective in performance and functioning.
7. Professional personnel
7.1 Should there be a higher compensation package for scientists in certain specialized streams/departments like Department of Space, Department of Atomic Energy? If so, what should be the reasonable package in their case?
Government may think of rewarding individuals in all services including that of the scientific services also. An exceptionally better performing person must get more personal rewards.
8. Classification of posts
8.1 Presently, civilian posts in the Central Government are classified into four Groups (‘A’, ‘B’, ‘C’ & ‘D’) with reference to their scales of pay. The Fifth Central Pay Commission had recommended their reclassification into Executive, Supervisory, Supporting and Auxiliary Staff. Would you suggest any changes in the existing classification or should the classification recommended by Fifth Central Pay Commission be adopted with/without modifications?
We do not suggest any further classification of posts.
9. Restructuring of Group ‘C’ & ‘D’ posts
9.1 Should all lower Group ‘C’ functionaries in the Secretariat be replaced by multi-functional Executive Assistants, who would be graduates and well versed in office work, secretarial skills and use of modern office equipment including computers? Should similar arrangements can be evolved for Group ‘C’ posts in other organisations of Government?
Yes. All Group C employees in Sectt and Deptt should be completely computer savvy. “End to end” tasks can be assigned to individuals rather than the “conveyor belt” system currently in practice.
9.2 Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?
10. Pay Scales
10.1 How should a pay scale be structured? What is a reasonable ratio between the minimum and maximum of a pay scale?
It should be based on the prevailing market rates for the skills and expertise needed.
10.2 The successive Pay Commissions have progressively reduced the number of distinct pay scales. The number of scales has therefore come down from more than 500 scales at the time of the Second Central Pay Commission to 51 scales before Fifth Central Pay Commission, which was brought down to 33 scales by the Fifth Central Pay Commission. The reduction in the number of pay scales brings in attendant problems like the promotion and the feeder grades coming to lie in the same pay scale, etc. Do you feel whether the existing number of pay scales should be retained or increased or decreased or whether the same should be replaced by a running pay scale?
We propose a rolling pay scale for the IAS, it may add few scale in the present scales but will keep the person constantly on toes and rejuvenate energy given in the annexure III. The scale should help services to be managed more logically, it does not matter what number is there, however in this cyber age maintaining more in logical figures can bring efficiency in their management and from accountability point of view.
11.1 What should be the criteria for determining the rates and frequency of increments in respect of different scales of pay? Should these bear a uniform or varying relationship with the minima and/or maxima of the scales?
Given in the annexure III.
12. Revision of pay scales
12.1 Is there any need to revise the pay scales periodically especially when 100% neutralization for inflation is available in form of dearness allowance?
Yes. The pay scales should be revised periodically keeping in mind the rise in living standard, inflation and the rise in corresponding other groups income with whom the services have to deal with.
12.2 How should pay be fixed in the revised pay scales? Should there be a point-to-point fixation? If not, please suggest a method by which it can be ensured that senior personnel are not placed at a disadvantage vis-à-vis their juniors and due weightage is given for the longer service rendered by the former.
There cannot be point to point fixation. Better to have some standard formula.
13. Compensatory Allowances
13.1 Is City Compensatory Allowance a sufficient compensation for the problems of a large city? If DA and HRA provide full neutralization, do you think CCA should continue? Is there a need for changing the basis of classification of cities and the rates of CCA? If so, please suggest the revised basis and rates.
There is no need only to have CCA, in fact now when more people want to remain in cities and India is going to be 50% urbanized within 10 years most of the civil servants are staying in such cities only. On the contrary allowances be given for difficult areas like tribal and hilly areas where people are reluctant to go. Such people should be allowed to retain a house in any urban area of their choice. As such if retained, the present CCA is highly inadequate. The classification of cities needs to keep pace with changing cost of living in the cities particularly housing and education allowances.
14. Pay and perquisites for Armed Forces
14.1 What should be the basis for determination of pay scales for Armed Forces Personnel? What percentage weightage should be assigned to (i) parity with civil services, (ii) comparison with private sector, (iii) special and hazardous nature of duties, (iv) short career span and (v) restricted rights?
(i) parity with civil services, : As per the Fifth Pay Commission (ii) comparison with private sector, : To retain talents and compensate to have proper standard of living (iii) special and hazardous nature of duties, : Should be adequately taken care of. (iv) short career span and : No Comments (v) restricted rights?: No Comments.
14.2 How should the pay of a soldier, sailor and airman be determined? How should it relate to the minimum wage in Government and the pay of a constable in paramilitary or internal security forces?
15. Abolition of feudalism
15.1 Should all vestiges of feudalism in the country like huge residential bungalows sprawling over several acres, large number of servants’ quarters, retinues of personal staff, bungalow peons, use of uniformed personnel as batmen or on unnecessary security or ceremonial duties etc. be abolished? Please make concrete suggestions.
We must distinguish feudalism to enabling facility to discharge certain duties; some element of arbitrariness is bound to come to attend more urgent issues. The superior and overall public scrutiny is the ultimate judge on the officer’s performance. It should not be made questionable at every point /stage.
16. Specific proposals
16.1 In what manner can Central Government organizations functioning be improved to make them more professional, citizen-friendly and delivery oriented?
For acquiring professionalism in the jobs, other than management and administrative skills job specific briefings and training is a must. The administration should be fully sensitized by training particularly where implementation of field programmes are concerned. The response to their issues should be on day to day basis. There should be a complete clarity by way of providing checklists and reducing delays and paper works considerably of calling or paying visit to offices.
16.2 Please outline specific proposals, which could result in:
(i) Reduction and redeployment of staff,
(ii) Reduction of paper work,
(iii) Better work environment,
(iv) Economy in expenditure,
(v) Professionalisation of services,
(vi) Reduction in litigation on service matters,
(vii) Better delivery of service by government agencies to their users.
For example the Residential state and castes certificates etc should be decided once by giving a citizenship card based on one time inquiry. Once certificate is issued be valid for lifetime, the onus of reporting any change be conferred on the bearer (applicant). Reduction and redeployment of staff: Introduction of automotive office equipments and computers, fax, copiers is a must for every office. (ii) Reduction of paper work, Ans Every office general information be made available on public notice and freely available hand outs in adequate number not only in the office premises can also be made available in the public places like post office, village & Taluk offices, public Library and in panchayat offices etc. File movements should be in the Computer itself follow the e-governance. For the Parliament /Assembly questions should also be electronically. (iii) Better work environment, Ans Total transparency, clarity and simplicity in procedures and reduction in discretion, proper work distribution, time bound disposal and reasonable both for the office staff and visitors to be provided. This can help to improve work environment. There should be reasonable canteen and recreational facilities in the members of staff and visiting public is more. (iv) Economy in expenditure, Ans The anomaly and wasteful expenditure can be seen by the feudal system of personal staff and uncontrolled expansion of vehicles and personnel at class iv level. This is more observed in the uniform services. Each failure result into addition of other team of manpower and vehicles facilities at residence on the name of security in some organizations. Over a period the impression is given as if the country is turning into a police state. Terrorism be handled by improving the basic governance and intelligent System. It should encourage intelligent handling of issues and quality upgradation rather than increasing mere physical forces to the unbearable stage and burden to the common man and to the exchequer. There should be loyalty and commitment to the Constitution and rule of Law rather than to individuals and departments and to promote and protect the dignity of the common man. Facilities should be totally removed or be given in a balanced manner fair to all at senior levels. A single system of uniform forces alone cannot carry out the sovereign function. The feudal practice of red light vehicles, be done away with and given to understand it is practiced only in India. The VVIPs protocol responsibilities be also to be restricted and it should be sparingly. This can improve the image of clean public life. A common man get alienated by creating barriers and hurdles in his easy approach to field officer responsible for taking a decision. Fixed public days to ensure field functionaries at headquarters be made mandatory as in (Gujarat state for Mondays and Tuesdays). No meetings ordinarily be called on these days for these functionaries. A culture of prior appointments on fairness basis be given to curb tendency of personal favours and priorities in public dealing offices. (v) Professionalisation of services, Ans It is already covered in the main representation (vi) Reduction in litigation on service matters, Ans Objectivity, Transparency and caring attitude of the seniors itself can take care of undue litigations and proper career planning for all functionaries by way of timely bringing out seniority list constituting DPCS and updating and maintaining the service records would considerable reduce the litigation (vii) Better delivery of service by government agencies to their users. Ans The involvement of the beneficiaries and target groups and representatives and all stake holders be associated at every stage of decision and implementation level would ensure better delivery of services.
17. New concepts
17.1 Do you think the concepts of contractual appointment, part-time work, flexible job description, flexi time etc. need to be introduced in Government to change the environment, provide more jobs and impart flexibility to the working conditions of employees?
Yes, can be introduced in certain sectors except the core sectors mainly for developmental work.
17.2 For improving punctuality/introducing new concepts like flexi time, should biometric entry/exit be introduced?
We must introduce proper enforcement of punctuality in public office so that public is assured of availability of a public authority when they try to approach them. A system of Monday a public day and Tuesday a day for public representatives adopted in Gujarat is proving very useful there. It needed to be adopted everywhere.
17.3 What steps should be taken to ensure that scientists, doctors, engineers and other professionals with sophisticated education and skills are retained in their specialized fields in Government? Should they be appointed on contract with a higher status and initial pay, advance increments, better service conditions, etc.?
Government must adopt a policy to be fair to them, but it should not add to create any ranking breach of protocol necessary for maintaining proper coordination and order. An experts advise be sought for deciding their special needs. There is nothing special about so called professionals as far as ensuring their retention and contribution to public sector. Qualified and motivated officers and employees are required in administration at all levels and in all sectors.
17.4 Should there be lateral movement from Government to non-Government jobs and vice versa? If so, in which sphere(s) and to what extent?
Yes to a limited level to infuse new blood, but should not be at top level as such there is nothing special about so called professionals as far as ensuring their retention and contribution to public sector. Qualified and motivated officers and employees are required in administration at all levels and in all sectors.
17.5 It has been suggested that existing Government employees should be encouraged to shift to employment on contract for specified periods in return for a substantially higher remuneration package. Would you agree?
We do agree, but the induction has to be as far as possible to non sensitive places only. It should be mostly in the field work rather than high level policy level. Government jobs should be made remunerative, rather than encourage or allow lateral movement to non Govt sector only for higher pay. However, the suggestion can be adopted as a corollary to VRS.
18. Performance Appraisal
18.1 In what way should be present system of performance appraisal be changed? Should be ACR be an open document?
Yes, it should be an open document between the two the person making it and the person subject to it. Setting of targets (both quantitative and qualitative) at the beginning of every year, by April 15th, should be made compulsory. The targets should be accepted by employee and immediate reporting officer. Increment falling in that year for both theses officers should be released only after the target has been finalized. The ACR or at least the grading should also be shared with the employee for comments within 30 days, after it is written by reporting office. If there is a difference in opinion, this would be sorted out through a performance appraisal interview. Checks to preclude harassment at this interview could be incorporated by mandating the presence of an independent observer.
18.2 How far has the introduction of self-assessment helped in the process of appraisal?
Yes it helps a lot because the supervisory officers always do not have full view of the persons functioning as they have to supervise work of many people. Self assessment should be continued as it creates a sense of awareness and enable employee to articulate his contribution and performance.
18.3 Should appraisal be done for an entire team instead of for individuals?
There has to be one main person responsible, and comments of others dealing with the subjects be taken based on the marking in the scale of 10 or 100, any negative or below average assessment be discussed in the group. Since career prospects such as promotions, EB, postings, are decided for individuals and not for teams. The team may not unduly bring an influential person throwing weight all around; such person can create a havoc. There is a trend theses day such power broker flock around in corridors of power.
18.4 In what manner can Government employees be made personally accountable for their acts of omission or commission, without any special safeguards? Would you recommend any amendments to Article 311 of the Constitution, Section 197 of the Code of Criminal Procedure, Section 17 and 19 of the Prevention of Corruption Act, 1988 and various rules relating to conduct of Government servants and disciplinary proceedings?
There should be general vigilance service in each department which should be headed by specially selected personnel from different services under the control of DM in the District, Chief Secretary and the cabinet Secretary.
19.1 Kindly comment on the appropriateness of adopting a five-day week in Government offices when other sectors follow a six day week. Please also state whether the number of Gazetted holidays in Government offices should be reduced? Please also comment on the appropriateness of declaring Gazetted holidays for all major religious festivals.
Public holidays be reduced to only four days rest should be restricted holidays to the group for which festival relevant: I. Republic Day II. Independence Day III. Shahid Divas IV. The Foundation Day of the respective state.
19.2 What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these.
Work ethics are limited to carrying out specific duties. Attitudinal and motivational training is required at all levels to inculcate suitable work ethics. Employees would enjoy higher self esteem if they are able to appreciate the larger objectives of the organization and view their specific role and duties in that context. The punctuality must be strictly enforced for the office staff and stationary officers, for field workers and drivers mobile be given and they be asked to keep them on while out of office. The supervisory officer should keep vigilance on the movements of field staff.