Civil Service Reforms
Evolution of the Indian Civil Services:
- The ruler (Swamin), the bureaucracy (Amatya), the area (Janapada), the fortified capital (Durga), the treasury (Kosa), the army (Danda), and the ally are the seven essential parts of the administrative organisation that are outlined in the Arthasastra of Kautilya (Mitra).
- According to Arthasastra, the higher bureaucracy was made up of mantrins and amatyas. The mantrins served as his most trusted advisors, while the amatyas served as the royal officials.
- Period of Medieval: During the Mughal empire, the mansabdari system served as the framework for the administration.
- The mansabdari system consisted of a pool of government people that could be utilised for either civil or military objectives.
- In British India, the civil services saw considerable changes as a result of the approval of Macaulay’s Report in 1835.
- The Macaulay Report recommended that only the brightest applicants be chosen for the Indian Civil Service in order to further the interests of the British empire.
- Following independence, the Indian public service system continued to exhibit a number of British traits, such as a unified administrative structure, an open-entry system based on academic accomplishment, and permanent tenure.
Issues with Indian Civil Services:
- Since they serve as the people’s representatives, civil officials must be adaptable. But it has consistently been shown that people resist change because they are obsessed with their advantages and possibilities, turning them into goals in themselves.
- The 73rd and 74th Amendments to the Constitution, for instance, have had a considerable impact on society. Local governments are today institutions of self-government, whether in urban or rural communities.
- The desired vision has not yet been realised as a result of the civil servants’ refusal to accept the new systems of control and accountability as well as their shifting duties and responsibilities.
Rule-based bureaucracy:
- We essentially meant rule-book bureaucracy when we said that it entailed adhering to written rules and laws without considering the actual needs of the public.
- Due to rule-book bureaucracy, which creates issues like red tape, complex processes, and organisations that are too “bureaucratic” to respond to the needs of the public, some government personnel exhibit a mindset described as “bureaucratic behaviour.”
- Political meddling: Local public servants regularly work with the political representation. They must both advance the interests of the general public by promoting social growth, welfare, well-being, and peace.
- To fulfil public demand, the political representative has an impact on how administrative staff behave. Therefore, an administrative official must carry out the directives of the political master.
- Sometimes, this interference might lead to issues like corruption and the arbitrary transfers of deserving public servants. Significant inefficiencies as a result of the most qualified officers not holding the most crucial roles also put the organisation at risk for failure.
- Problems with Structure: The civil service has had a number of structural issues.
- officers who specialise: Upholding the rule of law and carrying out executive orders are just a couple of the essential responsibilities of the state that the civil service is primarily responsible for carrying out.
- However, as a result of changing needs brought on by globalisation and economic reforms, the state’s role has altered.
- Consequently, new challenges have emerged as a result of technological innovation (for example cyber security). The demand for specialised officers with topic knowledge is therefore stronger at the policy level.
- Making sure there is accountability and transparency, as well as inclusive and representative decision-making, are some issues that need to be addressed.
- While there are many job openings in some government services, there are few in others.
What should be done:
- To address these restrictions, interventions can be made in the governance, training, and assessment sectors.
Recruitment:
- To reduce the more than 60 different governmental services offered at the federal and state levels, rationalisation and harmonisation of services are required.
- Candidates should be added to a central talent pool, which would then assign them in accordance with how well their qualifications fit the position’s needs.
- Promote lateral entry: If specialists are hired, they will provide much-needed experience to higher levels of government.
- outsourcing of service delivery: Service delivery outsourcing initiatives must be carried out in order to reduce reliance on the administrative infrastructure. To establish the best outsourcing approach, research is needed to pinpoint possible services for outsourcing. Several PPP models should be looked into.
Training:
- It is necessary to design ongoing training and immersion programmes on a district-by-district basis.
- It is essential to instil moral values in civil servants by enacting an ethics code.
- Mid-career examinations and skill assessments may be carried out to evaluate candidates and determine future assignments.
Evaluation:
- Institutional goals must be established and continually monitored in order to evaluate public servants. Major responsibility/focus areas must be established, and discretionary variables must be gradually reduced.
- The online Smart Performance Appraisal Report Recording Online Window (SPARROW) template should be used by all federal and state cadres.
- Ineffective officers must voluntarily retire: Set performance goals for officers, and compel retirement on those deemed unable to meet the benchmarks.
- Review current incentive programmes and introduce new ones to recognise outstanding performance.
E-initiatives:
- To establish a strong watchful mechanism, institutional corruption detection and prevention measures should be strengthened. As a result, it’s important to review the current security precautions.
- It is required to strengthen the execution of the Centralized Public Grievance Redress and Monitoring System (CPGRAMs).
- Introduction of the e-Office: The adoption of e-Office by all ministries, departments, and states/UTs may be urged immediately.
- Delivering services quickly: In order to decrease administrative delays and ensure that there are channels in place for active client input, each department should seek to optimise its processes.
