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    Indian Council of Agricultural ResearchKrishi Bhawan, Dr. Rajendra Prasad Road, New Delhi-110001

    Reportof the

    Cadre Review Committee

    2008

    HKP3MJIICAR

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    FOREWORD

    At the outset, I must thank Member(P), Prasar Bharti & Director General, All

    India Radio for entrusting this sensitive task of Cadre Restructuring to me and to a smallbut competent team of dedicated officers. I was overwhelmed by the affection and

    confidence reposed in me by everyone in the AIR system. This has given me an

    opportunity to recognize and acknowledge the sincerity, dedication and hard work

    which administrative and finance staff at different levels is required to put in. Unless

    these efforts are suitably encouraged and a positive atmosphere of general well being of

    the individual along with the well being of the organization is ushered in, the efficiency,

    effectiveness and productivity of delivery systems in the agricultural research will suffer.

    All efforts have been taken to suggest measures in conformity with the policies,

    procedures and practices adopted in Central Secretariat System and in autonomous. Thetiming of this Report at a stage when Prasar Bharati is seriously considering the cadre

    restricting of All India Radio and Doordarshan at all levels and among all cadres.

    I would like to place on record my sincere and deep sense of appreciation to each

    and everyone of the members of this Committee and also to all their supporting staff, the

    representatives of staff, Directors, Deputy Director Administration and all those who

    interacted with me and with members of this Committee for their valuable input,

    suggestions and guidance. I do hope that their well-intentioned endeavour has found

    fruition in this Report.

    (Rashid A Ansari)DDG(A), DG:AIR

    Chairman, Cadre Review Committee

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    CONTENTS

    S.No. Sections Pages

    Summary of Recommendations I

    X

    I. About the Committee 1-4

    II. About the Organization 5-8

    III. About the Problem 9-12

    IV. About the Methodology/Approach 13-15

    V. Extract of VI CPC - Recommendations relevantto ICAR

    16-20

    VI. Evolution of Norms and Guidelines forAdministration and Finance Cadre

    21-32

    VII. Classification of Institutes and Staff Pattern-Existing and Proposed - Administration

    33-37

    VIII. Classification of Institutes and Staff Pattern-Existing and Proposed - Finance

    38-42

    IX. Other categories: Stenographers, Security andOfficial Language

    43-45

    X. Avenues of In House Candidates Higher Level

    Posts

    46-47

    XI. Human Resource Development 48-58

    XII. (A) Concept of Corporate Pool of Posts(B) Implementation Plan(C) Financial Implications

    59-67

    XIII. Summary of Annexures 68

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    I

    SUMMARY OF RECOMMENDATIONS

    1. This is not a report on cadre review but it is an exercise for the restructuring of

    various administrative cadres of AIR .

    2. For the first time of AIR scenario the committee has recommended an innovativeapproach of assessing the requirement of different categories of Institute/Units on

    a modular basis.

    Norms and Guidelines Administration

    cadre posts

    3. Manpower requirements in various Stations/Units of AIR have been assessed on a

    review of various parameters such as last 3 years average budget expenditure,sanctioned strength of Officers of IB(P)S and IB(E)S, number of regional etc.

    Exceptions have also been individually identified and properly classified.

    4. AIR and its Stations/Units have been classified into the following groups:-(i) Directorate Generals ..... 2(ii) Training Institutes ............................................... 5(iii) Engineering Zones .... 5(iv) Administrative/Program Zones .... 15

    (v) Major/Capital Stations/Kendras

    (vi) Metro stations/Kendras

    (vii) Stations/Kendras

    5. Directorate General of AIR/doordarshan will continue to function as Secretariat ofthe AIR/Doordarshan. Hence the staffing pattern at these Directorate Generals

    will be strengthened to provide all necessary guidelines on administrative matters

    to stations/kendras.

    6. Same level of Heads of Administration and Finance has been suggested for all thestations/kendras/units of DG:AIR.

    7. Institutes under Category A are to be headed by CF&AO and CAO, Category B bySF&AO and SAO and Category C by F&AO and AO. F&AOs, AOs, AF&AOs and

    AAOs have been recommended on functional requirement basis.

    8. Staff Training Institutes should have the posts of Dy Director(Admn.) andRegional Training Institutesr (Finance) each in the pay scale of Rs. 16400-20900 atpar with other Universities and Institutes of higher learning like IITs.

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    II

    9. Two additional posts of Director (Admn.) and Director (Vig.) and one post ofDirector (Audit) each in the pay scale of Rs. 14300-18300 have been recommended

    at ICAR Hqrs., for strengthening of administration and internal audit.

    10. Posts like LDC, UDC in administrative and JAO in finance should be phased outgradually except a few to be retained for some time to serve as promotionalchannels for existing staff. This is in keeping with the accepted recommendations

    of Brahma Committee for CSS and in line with VI CPC Recommendations.

    11. Base level of posts in entire ICAR system shall be Assistant and AF&AO inAdministration and Finance Cadre respectively.

    12. Sections in Finance Division at ICAR Hqrs. may be headed by AF&AOs or theS.Os who have passed the ICAR Audit and Accounts Exam as far as possible.

    13. Since AAOs/AF&AOs are important functionaries of the Institute; they should bemade part of the combined cadre and their transfer/promotion etc. may be made

    by ICAR Hqrs.

    14. Incentives like increments and promotional opportunities etc. have to be givenafter passing of ICAR Audit and Accounts Exam.

    15. The Committee has tried to align its recommendations with the recommendationsof VI CPC.

    16. Different qualifying marks criteria for direct recruit AO and F&AO should bedone away with.

    Stenographers

    17. Entitlement of an officer at ICAR Hqrs. for stenographic assistance has been basedon Central Secretariat Service pattern whereas for field based units of ICAR this

    has been recommended purely on functional basis.

    18. A higher level of stenographic assistance in the pay scale of Rs. 1200016500 hasbeen recommended for functionaries at senior most level at ICAR Hqrs.

    19. DDGs, Members-ASRB, Jt. Secretary at ICAR Hqrs. have been recommended ahigher level of stenographic assistance in the pay scale of Rs. 10000-15200.

    20. Director, Dy. Secretary and ADG level posts at ICAR Hqrs., have been providedPvt. Secretary (Rs. 6500-10500) or PA (Rs. 5500-9000).

    21. Under Secretary, Pr. Scientists and other officers with equivalent functions havebeen provided with PAs (Rs. 5500-9000).

    22. For ICAR institutes: Directors of Deemed Universities and NAARM have been

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    III

    provided with Pr. Pvt. Secretary (Rs. 10000-15200) whereas Director/Registrar and

    other officers of the various institutes have been provided with PSs (Rs. 6500-

    10500) or PAs (Rs. 5500-9000).

    23. Entry grade of Gr. 'D' stenographers in the pay scale of Rs. 4000-6000 has to bephased out and the existing incumbents have to be upgraded to the grade of PAs(Rs. 5500-9000) in a phased manner, as also recommended by VI CPC.

    24. As per recommendations of VI CPC, the Stenographers Cadre and grade ofAssistants have to be merged and designated as Executive Assistant. Further

    recruitment to this grade will be from those with graduation and with one year

    Diploma in Computers. The Executive Assistant will discharge the function

    presently carried out by Assistants and Private Secretaries. The existing Assistants

    and PAs may be given appropriate training.

    25. Summary of the existing and proposed posts in Stenographer Cadre has beengiven at para 9.1.

    Legal Posts

    26. The existing positions of Legal Adviser, ALA & LO will continue. However, anyadditional legal jobs may be got done only through outsourcing.

    27. The post of Law Officer may be upgraded to the pay scale of Rs. 1000015200 to filla gap in this cadre and open a channel for promotion of existing Law Officer (Rs.

    8000-13500) and ALA (Rs. 6500-10500).

    28. The post of JLO (Rs. 5500-9000) may be abolished as and when falling vacant.

    Sr. Sales Assistants

    29. Sr. Sales Assistant at ICAR Hqrs. is an isolated post in administration (non-ministerial) and may be brought into the main cadre of Assistant as both these

    posts have been recommended on the same pay scale of Rs. 6500-16500. There

    should not be any future recruitment in this post.

    Security Personnel30. The 39 posts like Security Officer, Sr. Security Supervisor and Security Supervisor

    are isolated posts at some of the Institute. These 39 posts may be phased out and

    their jobs got done by outsourcing.

    31. The existing security personnel shall be getting benefits of higher pay scales andfinancial upgradation under ACP schemes, as recommended by VI CPC.

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    IV

    Official Language

    32. As also recommended by VI CPC, the pay scale of Director (OL) may be upgradedto Rs. 14300-18300 from the existing scale of Rs. 12000-16500.

    33. The two posts of Dy. Director (OL) (Rs. 10000-15200) in the ICAR system may beupgraded to Jt. Director (OL) in the pay scale of Rs. 12000-16500.

    34. Out of 32 posts of Asstt. Director (OL) (Rs. 6500-10500), 8 posts may be upgradedto Dy. Director (OL) (Rs. 10000-15200) on functional basis.

    Other Isolated Posts

    35. The 20 numbers of isolated posts like Gestetner Operator, Time Keeper, DataMachine Operator, Library Attendant etc., both at ICAR Hqrs., and in Institutes

    as detailed under para 6.21 have outlived its utility. All these posts may beabolished and incumbents may be suitably adjusted against the existing main

    cadre Group 'C' posts like LDC, UDC etc.

    Staff Pattern - Existing and Proposed

    36. In the administrative and finance category, the recommendation of thisCommittee have been summarized as under:-

    Summary : ICAR Hqrs. and Institutes (Admn.)Existing Proposed Addl. (+)/Savings (-)

    Joint Sec 0 1 +1Director 1 4 +3Re istrar 0 5 +5D . Sec. 8 12 +4Under Secretar 12 30 +18Section Officer 89 94 +5CAO 8 16 +8SAO 35 46 +11

    AO 55 95 +40AAO 312 431 +119Asstt. 1253 2391 +1138UDC

    1310

    509

    -801

    LDC 863 198 -665Total A 3946 3832 -114

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    V

    39. Recommendations on Official Language posts have been summarized as under:-Summary of the Positions with Pay Scales

    Avenues for In-house Candidates

    Summary : ICAR Hqrs. and Institutes^ (Finance)Name of the Posts Existin Pro osed Addl. (+)/Savin s (-)

    Joint Secretary (Finance) 0 1 + 1Dir (F)/ Dir (Audit) 1 2 + 1Comptroller 0 5 +5CFAO/DDF

    5 16 +11SF&AO 8 38 +30FAO 37 81 +44AF&AO 109 98 -11JAO 39 0 -39TOTAL 199 241 +4238. In the Stenographer Cadre, recommendations of this Committee have been

    summarized as under:-S.No. Name of the Post For ICAR Hqrs. For Institutes

    Existing Proposed Existing Proposed

    1. Sr. Principal Pvt.

    Secretary(Rs. 12000-16500)

    3

    2. Principal Pvt. Secretary(Rs. 10000-15200)

    1 12 - 05

    3. Pvt. Secretary (Rs. 6500-10500)

    29 30 S4 15S

    4. Personal Assistant (Rs.5500-9000)

    54 70 425 466

    5. Steno. Gr. 'D' (Rs. 4000-6000)

    47 Nil 1S4 Nil

    Total 132 115 693 629

    Name of the Posts Existing Proposed Addi. (+)/Savings(-)

    Director (OL)(Rs. 14300 - 1S300

    0 1 1

    Director (OL) Rs. 12000-16500

    1 0 -1

    Joint Director (OL) Rs.12000-16500

    - 2 2

    Deputy Director (OL) (Rs.10000-15200)

    2 S* 6

    Assistant Director (OL)(Rs. 6500-10500)

    32 22 -10

    Total 35 33 -2*10 Assistant Directors have already been placed in the pay scale of Rs.10000-15200 under ACP

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    VI

    40. As available in other organization like CSIR, Central Secretariat etc., the deservingstaff of ICAR who fulfill all the laid down criteria - qualification, experience etc.,

    should also have access to a post of Jt. Secretary (Admn.) and Jt. Secretary (Fin.)

    filled by In house

    Administrative and Finance Cadre officers after reasonable length of service.

    41. The higher level post of Jt. Secretary will bridge the gap between Director withinthe system and the Additional Secretary from the central staffing pool on

    functional requirement basis.

    42. Since these posts at the level of JS at ICAR Hqrs., have been suggested to fulfill thecareer aspiration of ICAR Staff, it is essential that these should be earmarked and

    safeguarded for ICAR employees and not put in the General Pool to be manned

    by Central Staffing Pool.

    HRD Issues

    43. The Committee has identified the problem such as low productivity, low capacityutilization, higher operational costs, redundancy and other related problems and

    suggested to overcome by:

    (a) Identifying areas for outsourcing like house keeping, office maintenance, guest

    house maintenance, security, farm labour, secretarial services

    (stenographic), medical assistance, event management, etc.

    (ii) Use of dictation software.

    (i) Additional manpower may be redeployed to more value adding activitiesafter requisite training and multi-skilling.

    (ii) Job redesigning after measuring the actual manpower utilization as a lastresort.

    44. The Committee learns that with a view to prevent the outflow of experienced andqualified staff from Administration and Finance to other Govt.

    Departments/autonomous units, a decision has been taken to stop requests for

    deputation of officers from ICAR. In the context of need for developing rounded

    personality of the individual particularly through gaining experience by working

    in different working environment, it is very essential that ICAR officers and stafffrom both the Administration and Finance get sufficient exposure and working

    skills which will broaden their vision. Such an exposure is as necessary as training

    or skill enhancement measures under human resource development techniques.

    45. One of basic deficiency contributing to the negative attitude and approach of theemployees and also resulting in unwillingness of employees to modernise their

    work atmosphere is lack of vision and lack of exposure to modern techniques and

    working environment in other autonomous and

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    VII

    Govt. funded organizations and Departments of Govt. of India. The Committee

    strongly urges ICAR to review this decision and while implementing the

    recommendations of this Committee to multiskill employees, also provide a

    window of opportunity to deserving employees to go on deputation for two to

    three years and acquire additional skills/experience.

    46. Recruitment of maximum number of young blood to the entry grade of ExecutiveAssistants and AOs/ FAOs of the combined cadre of Administration and Finance

    has been recommended by the Committee. The Committee has also favoured the

    holding of ICAR Audit and Accounts Examination on regular basis for

    strengthening of Finance Cadre posts like AF&AOs etc.

    47. New recruits must be given at least 3 days orientation training programme atNAARM and other suitable places.

    48. The Committee has suggested a well prepared regular periodical inservice and offcampus training and developmental programme for various level of officers andstaff for at least 50 hours in a year to each individual.

    49. The ICAR should also develop and groom its own training faculty who will bewell conversant with the finer points of ICAR system. The guest faculty should be

    given befitting remuneration at par with faculties of other reknowned traininginstitutions.

    Concept of Corporate Pool of Posts

    50. ICAR as a whole has been facing the following serious problems in managing itsmanpower :-

    (i) Shortage of manpower in administrative category at smaller units(ii) Lack of reasonable promotional avenues due to unavailability of posts.(i) Lack of scope for inter-institutional transfers for addressing individual

    grievances as well as administrative requirement

    (ii) Difficulties in optimum utilization of manpower.

    51. At certain institutes promotion is extremely fast whereas at many institutes anumber of employees have been stagnating for years. Certain Institutes are facing

    acute shortage of manpower in administrative cadre whereas at many institutes it

    is more than adequate. Presently, there is no provision for adjustment ofstaff/posts in the overall administrative interest and efficiency.

    52. Corporate Pool of the manpower on the pattern of DRDO and Railways could be asolution to these problems.

    53. In Corporate Pool system, all the institutes/units of ICAR may be divided into afew zones say five (excluding ICAR Hqrs.) and a total number of posts in

    administrative and allied category may be decided for each zone and also for

    individual institutes/units. Recruitment and promotion may be made on zonal

    basis. ICAR Hqrs. will keep a control of all the posts. In the event of any

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    VIII

    requirement of additional posts for promotion or in the organizational interest,

    the individual posts may be transferred from one zone to another from and via

    Corporate Pool.

    54. The total sanctioned strength for ICAR as a whole will remain unchanged but thesanctioned strength of a particular Institute or zone can change on a year to year

    basis depending on requirements and availability. The proposal does not involve

    any financial implications.

    Implementation Plan

    55. The Committee has approached this task not as a Cadre Review exercise butmainly as a cadre restructuring exercise. This is particularly significant in the

    context of observations of VI CPC Report.

    56. Since recommendations of this Committee and those by VI CPC both deal withemployee's pay scales, promotion channels, policy for improvement of efficiency

    and productivity of the organization by multi-skilling, value addition etc., it is

    only appropriate that recommendation of both the reports are implemented

    simultaneously.

    57. The participative approach of the Committee has led to wider consultations withthe representatives of staff/union, Directors of the Institutes, DDGs and other

    interested stakeholders. This has given immense confidence in wider acceptability

    of the recommendations of this Committee.58. Cadre restructuring as recommended by this Committee would bring a net

    reductions of 114 posts in administrative category and 80 posts in Stenographers

    cadre. Further, reduction of 39 posts of Security Personnel, 1 post of JLO and 20

    isolated posts like Sr. Sales Asstt., Gestetner Operators, Library Attdt. etc., have

    been recommended.

    59. However, 42 numbers of posts in Finance Cadre and up gradations of 8 posts inOfficial Language would involve additional expenditure.

    60. The Committee also noted that a large number of existing personnel in various

    grades/posts have already been granted financial up gradations under ACPscheme, hence, the up gradation of posts as recommended by the Committee

    will not involve any substantial additional expenditure.

    61. Summary of overall financial implications on account of recommendations ofthis Committee is as under:-

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    IX

    1.1 The Indian Council of Agricultural Research (ICAR) vide Order No.33(10)/2007-Estt.I dated 19thSeptember, 2007 constituted a Committee calledCadre Review Committee for review of posts in Groups 'A', 'B' and 'C' of the

    Administrative, Finance and allied non-technical services of the ICAR both at

    their Headquarters as well as in the different Research Institutes/National

    Research Centres/Project Directorates/National Bureaux etc., under the

    ICAR System. The formation of the committee was conveyed to the

    Chairman of the Committee by Additional Secretary, DARE and Secretary,

    ICAR through his D.O. No. 33(10)/2007-Estt.I dated 26thSept 2007 (Annexure

    I).

    1.2 The Members of the Committee are as under:-

    1. Shri N. Parthasarathy, ........... ChairmanFormer FA, DARE/ICAR

    2. Shri M.K. Jain, ............ MemberSr. A.O., IARI

    3. Smt. Rashmi R. Rao, ............ MemberSr. F&AO, NAIP

    4. Shri Madan Sarup, ......... MemberUnder Secretary (Per.)

    5. Shri Sanjay Gupta, ....... Member-Deputy Secretary (Admn.) Secretary

    1.3 Consequent to the retirement of Shri Madan Sarup, Under Secretary (P), ShriRajiv Mangotra, Under Secretary (Vig.) has been nominated in his place vide

    Office Order No. F. 33-10/2007-Estt. I dated 11thJanuary, 2008.

    Summary of Financial Implications (Rs. in lakhs per month)S.No. Category Additional

    implications on

    account of

    restructuring

    Savings on

    account of

    ACP/Abolition of

    Posts

    Net financial implication

    + represents addition- represents savings

    1. Administration 35.45 30.05 5.402. Finance 7.62 1.08 6.543. Stenographers 1.40 22.41 (-) 21.014. Official language 0.21 -- 0.215. Legal -- 0.06 (-) 0.066. Security -- 2.71 (-) 2.717. Other isolated

    posts

    -- 0.72 (-) 0.72

    Total 44.68 57.03 (-) 12.35

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    1.4 The terms of reference of the Committee are as follows:-

    (i) The Committee will take up the review of the existing cadre strength inall the administrative posts including Finance Cadre, Stenographic

    cadre and posts in Law Division (except

    scientific/technical/supporting staff posts) in the ICAR Hqrs., as well

    as in Institutes and recommend restructuring of cadres and refixing of

    cadre strength in different grades after taking into consideration the

    stagnation levels in the different posts in the light of the

    recommendations of the Brahma Committee for the CSS Cadre of theGOI.

    (ii) While recommending the strength in various cadres, the Committeewill also assess the financial implication involved and recommend

    suitable matching savings.

    (iii) The Committee may also recommend appropriate changes in theRecruitment Rules for various posts in the light of its

    recommendations.

    (iv) As far as possible the Committee will undertake the cadre review andrestructuring keeping in view the instructions laid down by the

    GOI/DOP&T for cadre review. It may also look into all aspects and

    patterns prevailing in departments like AFHQ, CSIR and ICMR.

    (v) The Committee will submit its report/recommendations within aperiod of three months from the date of issue of this order.

    (vi) The TA/DA of non-official members will be borne by the Council asper the Govt. of India Rules.

    1.5 Subsequently, Dy. Secretary (Admn.) vide his D.O. letter No. 33(10)/2007-Estt-I dated 11th Jan, 2008 informed the Chairman that tenure of this

    Committee has been extended up to 31.3.2008 vide ICAR Office Order dated

    11thJan., 08 and that isolated posts such as Canteen employees and Medical

    Officers need not be considered by the committee.

    1.6 When the Committee was in an advanced stage of finalizing itsrecommendations, the Report of the Sixth Pay Commission was submitted to

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    3

    Government of India. Since this Report has a lot of impact on the career

    prospects of employees working in Government of India and other

    autonomous Government funded organizations it was deemed fit by ICAR

    that the Cadre Review Committee should give its recommendations having

    regard to the recommendations and suggestions contained in Sixth PayCommission Report for similar categories. To enable this to be done, the

    tenure of the Cadre Review Committee was finally extended up to 31stMay,

    2008.

    1.7The posts/structure of posts in the cadre of Admin/Finance and alliedcategories in ICAR Headquarters and Institutes that have been considered by

    the committee are as under:-

    AT ICAR Hqrs.

    I. Director (Personnel)II. Director (Finance)III. Deputy Secretary/Secretary, ASRB/ Controller of Exam, Agricultural

    Scientists Recruitment Board

    IV. Combined cadre of Finance & Accounts Officer(Deputy Director(Finance)/Chief Finance & Accts. Officer/Senior Finance & Accounts

    Officer/Finance &Accounts Officer)

    V. Under SecretaryVI. Section Officer/Desk Officer/Protocol Officer/Jr. AnalystVII. Assistants/Research Assistant

    Upper Division ClerksVIII. Lower Division ClerksIX. Posts (Legal Advisor/Law Officer/Junior Law Officer) in Legal

    Division

    XI. Posts such as Assistant Director (Official Language), Deputy Director

    (Official Language), Director (Official Language) in Official Language

    Division

    XII. Isolated posts like Sr. Sales Assistants, Library Attendant, GestetnerOperator, Sr. Gestetner Operator, Despatch Rider etc.

    XIII. Posts of Steno/PA/PS/SA to Chairman, ASRB

    XIV. Junior Finance &Accounts Officer / Assistant Finance &AccountsOfficer

    In ICAR Institutes

    I. Combined Cadre of Administrative Officers(Administrative Officer /Senior Administrative Officer /Chief

    Administrative Officer /Joint Director, IARI)

    II. Combined Cadre of Finance &Account Officers (Finance & Accounts

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    5

    Ministry of Food and Agriculture. In the option papers a commitment was

    made in consultation with Ministry of Finance, Home, Law and others which

    read as under:-

    "Grant of pay, leave, travelling and other allowances and other service

    conditions of the said staff shall be regulated mutatis mutandis in accordance

    with the Fundamental and Supplementary rules and such other rules and

    orders as are issued by the Government of India from time to time".2.5 As on date, the ICAR has 103 units which comprises ICAR Hqrs., Deemed

    Universities, Central Research Institutes, Project Directorates, National Research

    Centres, National Bureaux, Zonal Coordinating Units spread all over the

    country. Headquarters of the Council is based in New Delhi. TheInstitutes/PDs/Bureaux are also having their Regional Stations/Centres all

    over the country.

    2.6 According to the rules and bye-laws of the ICAR Society framed with theapproval of the Government of India, the staff of the Council were initially

    2.7 Subsequently, in the year 1995-96, it was decided to abolish the auxiliarycategory of posts and the existing posts in this category were put either under

    administrative (non-ministerial) category or under technical category

    depending on the nature of the post and the qualification prescribed there for.

    Individual employees were also given opportunity to exercise option.

    2.8 All the ICAR Institutes/PDs/NRCs etc., are under the administrative control of

    the ICAR Secretariat commonly known as ICAR Hqrs., located at KrishiBhawan and Krishi Anusandhan Bhavans -I & II, New Delhi which are

    functioning on the pattern of the Central Secretariat of the Government of India.

    2.9 The Council functions through the following Subject Matter Divisions (SMD) :-1. Crop Science Division2. Animal Sciences Division3. Horticulture Division

    categorized as under:-1. Scientific staff2. Technical staff

    3. Administrative staff

    4. Auxiliary staff5. Supporting staff

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    4. Natural Resource Management Division5. Agricultural Education Division6. Agricultural Engineering Division7. Fisheries Division

    8. Agricultural Extension DivisionEach Division is headed by a Deputy Director General (DDG), who is supported

    by Assistant Director Generals (ADG) and Scientists. For administrative

    support, DDGs are also assisted by some Group 'A' level administrative posts

    like Under Secretaries/Dy. Secretaries.

    2.10 Apart from the SMDs, there are also following units at ICAR Hqrs.,:-1. Administration2. General Administration3. Technical Coordination4. Personnel

    5. Finance6. Directorate of Publication and Information/ Library Unit7. Agricultural Scientists Recruitment Board8. Legal Cell9. Hindi Unit10.Media Unit11.Work Study12.Works Division13.International Cooperation/Protocol Unit

    2.11 In so far as the administrative support in the institutes under the Council isconcerned, the administrative and finance units are headed by either a Group'A' officer (AO, SAO, CAO and F&AO, SF&AO and CF&AO) or a Group 'B'

    officer (AAO and AF&AO). Recruitment to the cadres of AO/F&AO is made

    on All India basis by an open competitive exam through ASRB as well as by

    promotion from AAO/AF&AO.

    2.12 Details of the categories and their number in the administrative and financecadres presently in operation in ICAR institutes are as under:-

    S.No. Designation Pay Scale No. of Sanctioned Posts

    1. Administrative Officer Rs. 8000-13,500 552. Sr. Administrative Officer Rs. 10000-15200 353. Chief Administrative Officer/ Jt.

    Director(Admn.)

    Rs. 12000-16500 08

    4. Finance & Accounts Officer Rs. 8000-13500 375. Sr. Finance & Accounts Officer Rs. 10000-15200 086. Chief Finance & Accounts

    Officer/Dy. Director(Finance)

    Rs. 12000-16500 05

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    2.13 The work relating to the recruitment of agricultural scientists, which wasearlier being done by the UPSC, was entrusted to the ICAR in 1966.

    Subsequently, on the pattern of UPSC, an independent body viz.,

    Agricultural Scientists Recruitment Board (ASRB) was set up in 1973 by

    creating the post of Chairman and Member, ASRB for the recruitment andassessment of scientists of ICAR.

    2.14 ICAR has total manpower strength of 29,115 which includes 6428 scientistposts, 7893 technical posts, 4814 administrative category posts and 9980

    supporting category posts.

    2.15 As regards the scientific and technical staff, the Council is having well- definedservices viz., Agricultural Research Service (ARS) and Technical Service.

    Initially, incumbent of both these services were covered by flexible

    complementing system of promotion, but from the year 1986, UGC system of

    pay scales and promotion policies etc., were adopted for the ARS scientists. Onthe other hand persons covered under Technical Services Rules are still being

    governed under the flexible complementing scheme.

    2.16 However, no such promotional avenues are available for the employees inadministrative and finance cadre which has led to widespread discontent and

    frustration amongst the staff.

    3.1 It was noted that there was widespread frustration and despondence amongthe staff due to stagnation in most of the administrative and finance cadre

    posts both at ICAR Institutes and at its Hqrs.

    It was projected that a LDC gets promoted to the post of UDC only after 10

    years against the normal eligibility of 5 years. Similarly, UDCs get promoted

    to Assistant posts at least after 10 years against the eligibility of 5 years.Assistants to Section Officer also take about 10-15 years against the criteria of

    8 years of eligibility. Scenario is worst for the post of Section Officers who get

    promoted to the post of Under Secretary only after 16 to 18 years of service

    against the normal eligibility period of 8 years. Even directly recruited

    Section Officers (about 10 nos.) are presently stagnating and they are likely to

    get promoted to the post of Under Secretary only after 20 to 22 years of

    service as S.O. The ratio of sanctioned posts of S.O.s to Under Secretary is

    1:0.14 which is the main reason behind the aforesaid stagnation level at ICAR

    3.2 The ratio of administrative posts at different levels in ICAR Headquarterslike LI DC, UDC, Assistant, S.O. and US is as unc er:-

    LDC UDC Assistant S.O. USNo. of postssanctioned

    94 188 164 89 12

    ExistingRatios

    1 : 2 LDC toUDC

    10 : 9 UDC toAsst.

    2 :1 Asst. to S.O. 7:1 S.O. to US

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    Hqrs.

    3.3 Promotion from Under Secretary to Deputy Secretary is also highly delayed.

    This is because the 12 numbers of Hqrs. based Under Secretaries have acommon seniority with 35 nos. of Institute based Sr. A.O.s and are considered

    for promotion to 16 number of posts of Dy. Secretary/CAO.

    3.4 It was projected that promotional prospectus in the grade of stenographercadre at ICAR Hqrs. is also not encouraging. The manpower position in this

    category of posts is as under:-

    Movement from Steno Grade 'D' to PA normally takes 14-15 years against the

    eligibility period of 5 years. From PA to PS grade also takes about 1012 years

    against the eligibility period of 8 years. Since there is one post of SA to

    Chairman, ASRB in the pay scale of Rs. 10,000-15,200, the promotion

    prospects of P.S. is virtually nil.

    Hence, non-availability of higher level of posts in administrative cadre has

    led to blockage of chain effect of promotion and this has been causingwidespread heavy stagnation in all the administrative cadre posts at ICAR

    Hqrs.

    No overall ratio of posts from LDC to AAO can be drawn as no. of these posts

    varies from institute to institute and they are purely institute based posts.

    Promotional opportunities of employees vary from institute to institute. In

    some smaller and newly established institute/centres, where number of

    sanctioned posts are barely minimum, sometimes there is hardly any eligible

    person in the feeder grade posts to be promoted to the available higher posts.

    Whereas, in the case of some other smaller institutes when a person from

    comparatively lower age group is occupying a higher position and there is no

    scope for his upward movement, the person in the feeder grade has hence no

    option but to stagnate. For the larger institutes like IARI, IVRI etc. also,

    Steno. Grade 'D' PA PS SA toChairman

    No. of postssanctioned47 54 29 1

    Ratios 8 : 9Steno. Gr. D to PA

    9 : 5 PA to PS 29 : 1PS to SA to Chairman

    3.5 For the Institute based posts also, the scenario is far from satisfactory. Presently, the

    posts like LDC, UDC, Assistants and AAOs are purely institute based.LDC UDC Asst. AAO AO SAO

    Total No. ofPostsSanctioned

    760 1177 1058 306 55 35

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    administrative cadre employees in all grades have been facing severe

    stagnation. LDCs normally get promotion to UDC in about 8 years, UDC to

    Assistant also takes 13-15 years, Assistants to AAO takes about 10-12 years

    and AAO to AO takes about 14-15 years.

    3.6 Posts from AO onwards constitute All-India cadre with transferability in theinstitutes and are filled up to 60% by promotion of AAO and 40% by direct

    recruitment. Presently, there are 306 no. of AAO's posts in entire ICAR who

    compete for promotion to only 33 posts of AO (60% of total strength of 55

    AO's posts). Due to this bottleneck, chain effect of promotion in most of the

    ICAR institutes is quite discouraging. Although, the ratio of posts between

    AO and Sr. AO is about 2:1, yet due to blockage of upward movement of Sr.

    AO. to CA.O., a directly recruited A.O. is

    presently spending not less than 9-10 years in the A.O.'s grade before gettingpromotion to Sr. A.O.

    3.7 The position of stenographers in most of the institutes of ICAR is also notencouraging, due to small number of posts and irrational manner of creation

    of these posts. It is to be noted that Steno Gr. 'D' recruited in the pay scale of

    Rs. 4000-6000 gets first promotion to the post of P.A. (Rs. 5500-9000) and

    thereafter 2nd promotion to the grade of P.S. (Rs. 650010500). Beyond this,

    there is no higher post in the stenographic cadre of ICAR institutes. They

    have been, therefore, given the 2ndfinancial upgradation under ACP scheme

    merely into the pay scale of Rs. 750012000 (as per clarification received fromDOP&T), only because institute based PSs have no opportunity for further

    promotion to the pay scale of Rs. 10000-15200. On the other hand, their

    counterparts at ICAR Hqrs. get 2ndfinancial upgradation under ACP scheme

    in the pay scale of Rs. 1000015200 for the reason that Hqrs. based PSs have

    opportunity for promotion to the pay scale of Rs. 10000-15200 (for SA to

    Chairman, ASRB).

    No meaningful ratio can be drawn as number of posts in these grades vary

    from institute to institute as all these are purely institute based.

    3.9 Similarly, in the finance cadre also, there has been acute stagnation. The postslike Jr. Accounts Officer and AF&AOs are institute based posts. Recruitment

    to Jr. A.O. is normally made through Departmental Audit and Accounts

    Exam which has lost its charm. Employees now do not prefer to take this

    exam to become JAO as opportunity for upward movement in the finance

    3.8 The position in the ICAR Institutes is as under:-Steno Gr. 'D' P.A. P.S.

    No. of posts sanctioned 184 425 84

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    cadre is meagre. There are total 109 nos. of AF&AOs in entire ICAR system

    who compete for 22 nos. of F&AO's post (60% of total sanctioned strength of

    37 FAO's post). These 37 F&AOs further compete for promotion to only 8

    posts of Sr. FAO. Hence, there has been heavy stagnation in the grade ofFAO. Directly recruited FAO do not even get any financial benefit through

    ACP as the ACP scheme is presently limited to Gr. B, C & D posts only.

    3.10 In the cadre of Official Language too the promotional prospects of Asstt. Dir.(OL) (Rs. 6500-10500) is not satisfactory and existing employees have been

    facing acute stagnation. Asst. Dir. (OL) is institute based but next

    Lower grade posts like translator etc. under Official Language are in technical

    categories and hence are excluded from the purview of this Cadre Review

    Committee.

    3.11 In a nutshell it may be seen that all the administrative/finance cadre posts ofICAR need to be rationalized and restructured so that employees get adequate

    promotional opportunity. This will also boost up morale of the employees,

    and lead to greater efficiency and productivity.

    3.12 Such a bleak scenario in the prospects of administrative and finance cadreposts is mainly due to:-

    (i) ICAR is an isolated unit with no scope for horizontal or verticalmovement of staff to other Ministries/Department.

    (ii) The subordinate staffs do not form part of central staffing scheme.(iii) Promotional avenues are practically non-existent as by their nature

    the research units/institutes do not expand vertically.(iv) Stagnation(v) Non-applicability of flexible complimenting scheme to this category

    of staff.

    SECTION - IV

    THE METHODOLOGY ADOPTED BY THE COMMITTEE

    4.1 Cadre restructuring exercise for employees in an isolated organization whoare not linked to the main line organization of Government of India and

    particularly when the frustration levels have reached very high is not only a

    promotional post Dy. Director (OL) (Rs. 10000-15200) has All India transferability. The

    sanctioned strength of official Language posts are as under :-AD (OL) DD (OL) Director (OL)

    No. of posts sanctioned 32 2 1Ratios 16 : 1

    AD (OL) to DD(OL)2 : 1

    DD(OL) to Director (OL)

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    sensitive task but also a very difficult one. The members of Cadre Review

    Committee knew that their endeavour should not only be comprehensive but

    also be transparent and involving a substantial section of the staff. Any

    attempt to deal with the matter in a secretive and closed door approach

    would only make the outcome unacceptable even at the outset.

    4.2 Having regard to the above, the Committee planned its activitiesmeticulously in such a manner that the different sections of the staff and

    administration have adequate opportunities of interacting with the Chairman

    and Members of the Committee so that there is comprehensive exchange of

    views on all relevant matters.

    4.3 In the very first meeting of Cadre Review Committee, the members of thestaff council/representatives of staff unions were invited to project their

    grievances, give their suggestions and express their expectations keeping inview a practical approach to solving the problems without in anyway

    complicating the matters or creating fresh or additional problems/issues.

    They were also requested to give their suggestions in writing.

    4.4 The Dy. Secretary (Admn.), Member Secretary of Cadre Review Committeesupported by his team of dedicated staff took tremendous efforts through

    correspondence as well as personal contacts and through phones to get full

    details of staff in different categories in the different Institutes/Research

    Units/Bureaus/Deemed Universities etc., their career profile including the

    present stage of salary levels, vacancy position in the institutes etc., which

    will serve as the crucial data base for the exercise. This information was

    checked and counter checked for accuracy with the information available in

    the Council with both Administration and Finance wings, since the

    Committee felt that any exercise/suggested solution on incorrect data will

    only be an in fructuous exercise.

    4.5 Similarly, Smt. Rashmi Rao, the representative from the Finance Wing, tookpainstaking efforts to verify with reference to budgetary documents, the year

    wise flow of funds to the Institutes/Research Units/Bureaus/Deemed

    Universities/Extension/Education Division etc., so that the year-wise

    activity levels and output of these institutes etc., could be viewed side by side

    with the staff strength.

    4.6 The staffing pattern/norms adopted in CSIR, another autonomous researchwing of Government of India was checked up. The contents and

    recommendations contained in Brahma Committee Report in respect of

    Central Secretariat Staff were looked into. The philosophy suggested for

    improving work culture and efficiency in Government

    organizations/Government funded organizations by successive Pay

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    Commissions/Administrative Reform Commission (including the Sixth

    Central Pay Commission whose Report was submitted to Central

    Government on 24th March 2008) were examined and looked into. The

    Chairman of Cadre Review Committee also called on the Member Secretary

    of Sixth Central Pay Commission for an interaction to understand theappreciation the Members of the High Level Sixth Central Pay Commission

    had through their interaction with the staff and detailed visits to various field

    units. These steps and measures were considered very essential for ensuring

    the interests and welfare of ICAR staff whose qualification and recruitment

    criteria etc. were mutatis mutandis based on the pattern followed in the

    Central Government.

    4.7 The details of the number of meetings held by the Cadre Review Committeemembers among themselves to discuss, analyze and sort out the data and

    examine the practical options available are contained in Annexure IX.

    4.8 As a result of all these, the Cadre Review Committee arrived at certain normsof staffing for different types of Institutes/Research Units/National

    Bureaus/Deemed Universities etc., having regard to the staff strength,

    funding details, nature of work, number of scientists and extension

    centres/delivery points etc., operated by them etc. etc. Since this is a

    completely new initiative and is being attempted for a rational distribution of

    staff/cadre strength in Administration and Finance Wing, refining this

    process took sometime. Also in the light of the fact that the Report of the

    Sixth Central Pay Commission submitted to Central Government on 24th

    March, 2008 had made recommendations of elongated Pay scales with Pay

    Bands and incentive increments based on performance which more or less

    took care of the stagnation malice affecting the staff, what needed to be

    attempted was only a rational norm or approach to restructure the posts in

    such a manner that having regard to the nature of the organization and its

    desired output, effectiveness and spending levels, the human resource

    should be properly marshalled and redundant categories and unnecessary

    levels of administrative hierarchy should be dispensed with. It is the

    considered view of this Committee that this is the proper and correct

    approach as against the normal approach of creation of higher level posts toopen up channels of career progression. Moreover, such an approach would

    only result in a cumbersome and lopsided organizational structure which

    would not contribute to or increase in the organizational efficiency. It is to be

    noted in this connection that the Sixth Pay Commission has also strongly

    recommended that field units/delivery mechanisms should be strengthened

    and their efficiency and effectiveness should be improved and distinctions

    between the field staff and Headquarters/Secretariat Staff should be done

    away with.

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    4.9 Since it is very essential that whatever norms are being developed for cadrestructuring in the different institutes/Research Centres/National

    Bureaux/Deemed Universities etc., should also be workable, acceptable and

    easy of implementation, a series of meetings, interaction with the different

    DDGs of Subject Matter Divisions and a number of Directors and experts incharge of these organizations was also held wherein broad details of the

    approach being considered were shared with these DDGs/Directors etc. Fine

    tuning of the norms/proposals for restructuring the Institutes etc. was

    possible as a result of these exercises.

    4.10 Before finalizing the Report one more meeting with the representatives of thestaff, labour unions/staff council was held on 19.4.2008 so that furthersuggestion/proposal they may have in the context of the Report of Sixth PayCommission could be projected by them for consideration of the Cadre

    Review Committee. These were also taken note of and kept in view whiledrafting this Report.

    SECTION - V EXTRACT OF VICPC RECOMMENDATIONS RELEVANT TO ICAR

    5.1 Para 1.2.20 - All the individual up gradations recommended by theCommission shall in no case take effect before 1.1.2006. This is because the

    Commission has no intention of rectifying these anomalies right from the

    time of their inception. This is relevant to take decision regarding revision of

    pay scales for Assistants, Sr. Sales Asstt. etc.

    5.2 Para 3.7.0 - Functioning of the Government has become more complex. It,therefore, needs people with greater skills. The Government need not employ

    Vth or VIIIth class pass people when the need of the hour is to have multi-

    skilled employees who can perform a variety of jobs. All Gr. 'D' pay scales in

    the Government will stand upgraded to Group 'C'/alongwith the incumbents

    after suitable retraining wherever required) with no further recruitment in

    existing Gr. 'D' posts. The recruitment in this grade will be from amongst the

    candidates possessing minimum qualifications of either 10 or ITI or

    equivalent. Appropriate designations can be devised by individual

    departments for them. Alternatively, a common designation of Skilled WorkAssistant can be extended to this category. This is relevant for ICAR as new

    jobs will have to be created for all those Gr. 'D' staff who will switch over

    from Gr. 'D' to Gr. 'C' grade.

    5.3 Para 3.8.5 - The Accountants belonging to unorganized cadres have alwayssought parity with the posts in the organized accounts cadres. The personnel

    belonging to organized accounts cadres not only have different duties but

    their skill requirement is also higher. It is, therefore, not possible to draw any

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    comparison between the posts in organized accounts cadres and those

    outside it. The Commission is, consequently, unable to concede any parity

    between various posts in organized and unorganized accounts cadres. The

    various posts in unorganized accounts cadres, however, have parity with the

    ministerial posts and this parity will need to be maintained. This is relevantfor the claim of higher pay scales for JAO/AFAO of ICAR at par with their

    organized accounts department.

    5.4 Para 2.2.19 - Scales of Rs. 5500-8000, Rs. 5500-9000 and Rs. 6500-10500 havebeen merged to bring parity between field offices, the Secretariat, the

    technical posts and the workshop staff. In case it is not feasible to merge the

    posts in these pay scales on functional considerations, the posts in the scale of

    Rs. 5000-8000 and Rs. 5500-9000 should be merged with the post of in the pay

    scale of Rs. 6500-10500 being upgraded to the next higher grade in pay band

    PB-2 with grade pay of Rs. 4600 corresponding to the prerevised pay scale ofRs. 7450-11500. Besides, posts in the scale of Rs. 650010500 carrying minimum

    qualification of either degree in Engineering or a degree in Law should also

    be upgraded and placed in the scale of Rs. 7450-11500. . The scales belonging

    to Gr. 'D' (Rs. 2550-3200, Rs. 2610-3540, Rs. 2610-4000, Rs. 2650-4000) are

    merged with the entry grade in the pay band PB-I due to up gradation of Gr.

    'D' (to Rs. 2750 - 4400, GR. 'C'). This will remove major anomaly in the pay

    scales being demanded for Assistants of ICAR Hqrs and hence for ICAR

    Instts as well who have been seeking parity in pay scales with the

    Assistants/PAs of CSS by asking for the pay scale of Rs 6500-10500. This is

    also relevant for the grant of higher pay scales to AAOs in ICAR institutesand JLOs at ICAR Hqrs.

    5.5 Para 3.1.9 - The Commission recommends up gradation of the entry scale ofSection Officers in all Secretariat Services (including CSS as well as non-participating ministries/deptts./organizations) to Rs. 7500-12000corresponding to the revised pay band PB-2 of Rs. 8700-34800 alongwithgrade pay of Rs. 4800. Further, on par with the dispensation already availablein CSS, the Section Officer in other Secretariat offices which have always hadan established historical parity with CSS/CSSS shall be extended the scale ofRs. 8000-13500 in Group 'B' corresponding on completion of four yearsservice in the lower grade. This will ensure full parity between all SecretariatOffices. These recommendations shall apply mutatis-mutandis to the post ofPrivate Secretary/equivalent in these services as well. This is relevant forICAR as this will settle the claim of Section Officers of ICAR Hqrs., for the

    non-functional pay scale of Rs. 8000-13500 at par those with the S.Os of CSS.

    5.6 Para 3.1.3 - Higher pay scales in the secretariat offices may have been justifiedin the past when formulation of proper policies was of paramount

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    importance. The present position is different. Today, the weakest link in

    respect of any Government policy is at the delivery stage. The field offices are

    at the cutting edge of administration and may in most cases, determine

    whether a particular policy turns out to be a success or a failure in terms of

    actual benefit to the consumer. Accordingly, the time has come to grantparity between similarly placed personnel employed in field offices and in

    the Secretariat. This parity will need to be absolute till the grade of Assistant.

    Beyond this, it may not be possible or even justified to grant complete parity

    because the hierarchy and career progression will need to be different taking

    in view the functional considerations and relativities across the board. This is

    relevant for

    ICAR on the question of seeking parity between S.O.s of ICAR Hqrs., andAAOs of ICAR institutes.

    5.7 Para 3.1.10 - Presently, distinct stenographers cadres exist in the secretariat aswell as in the field offices. Keeping in view the general principle envisagingmulti-skilling and de-layering the Commission recommended for the entire

    Government; no justification exists for maintaining a distinct stenographer

    cadre in any Government office. The emphasis should be on recruiting multi-

    skilled personnel at Assistant level to be designated as Executive Assistants

    who will discharge the functions of present day Assistants besides

    performing all the stenographic functions. Keeping this objective in view

    where the secretariat and stenographers cadres would stand merged in

    future, there is a need for ensuring full parity between these two cadres right

    from this stage.

    5.8 Para 3.1.12 - All future recruitment to CSS/CSSS/analogous SecretariatStenographers cadres in non-participating Ministries/Organizations in the

    scale of Rs. 6500-10500 will be made as Executive Assistants minimum

    recruitment qualification for which would include graduation and one year

    diploma in computers. No recruitment should henceforth, be made in the

    grade of stenographers carrying the scale of Rs. 4000-6000. All the vacancies

    arising in the scales of Rs. 4000-6000 and in the scale of Rs.6500- 10500 (earlier

    Rs. 5500-9000) in CSS/analogous cadres would henceforth be filled by

    recruitment of Executive Assistants. These Executive Assistants willdischarge the functions presently being carried out by Assistants as well as

    the Private Secretaries and in their case the cadres of CSS/CSSS and

    analogous cadres in other non-participating Ministries/organizations will be

    merged for promotional and all other purposes. In so far as the present

    incumbent to these cadres are concerned, they may continue as distinct

    cadres till the time the Administrative Ministry concerns evolves a procedure

    for their job enlargement/enrichment, retraining and re-deployment.

    Identical recommendations have also been made (under para 3.1.15) for the

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    field offices. This is also relevant for ICAR.

    5.9 Para 2.5.8 - The Commission recommends introduction of a new performancebased pecuniary benefit over and above the regular salary for the

    Government employees. The benefit will be called Performance RelatedIncentive Scheme (PRIS) and will be payable taking into account the

    performance of the employee during the period under consideration. It is

    based on the principle of differential reward for differential performance

    5.10 Para 6.1.15 - The existing scheme of ACP may, in future, be continued withtwo financial upgradation. The scheme will be available to all posts also

    belonging to Gr. 'A' - whether isolated or not but not to organized Gr. 'A'

    services. Financial upgradation will, however, be available whenever a

    person has spent 12 years continuously in the same grade.

    5.11

    Para 6.1.17 - The Commission recommends that 10% of the vacancies hithertofilled by direct recruitment for all posts in Gr. 'B' and 'C' (apart from those in

    pay band PB-1 with G.P. of Rs. 1800) will now be filled by LDCE . All

    employees possessing minimum qualification prescribed for direct

    recruitment shall be eligible for this examination irrespective of their present

    grade and the period of incumbency therein. This will be over and above any

    existing scheme of LDCE for filling posts in various grades. This is also

    relevant for ICAR.

    5.12 Para 6.2.7/5.1 - Payment of pension should be equal to 50% of the averageemoluments/last pay drawn on completion of 20 years of qualifying service.

    5.13 Para 6.2.10 - Employees seeking voluntary retirement on completion ofqualifying service equal to or more than 15 years but less than 20 years

    should be paid one time, lump-sum, retirement benefit equal to 80 months

    salary last drawn or average salary, whichever is more beneficial, inclusive of

    benefits like service gratuity and DCRG that shall stand subsumed.

    5.14 Para 6.3.5 - There should be decentralization and delegation of powers withclear accountability at each level of delivery combined with flatter

    management structures so that responsibility is pushed down to the

    operational level and to the employees who are close to the cutting edge. Thecentralized command and control systems that focused on process

    compliance and input control have not been effective in securing

    performance and often resulted in excessive micro-management. These will,

    therefore, need to be changed. Simultaneously, the definition of

    accountability has to be revised so that it is seen as the ability of the system to

    deliver timely results and quality services effectively and in a responsive

    manner.

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    5.15 Para 6.3.6 - The 'machine model' approach to jobs with the employee as a cogin the wheel and extreme division of work has to be replaced by 'learning

    organization approach' where employees are continually enhancing their

    capabilities and skills in high performance work cultures.

    A need also exists to increase representation of women, socially diversegroups, persons with disabilities in the bureaucracy for improved

    responsiveness and increased inclusiveness of these sections.

    5.16 Para 6.3.10 - The Commission has recommended multi-skilling of theGovernment employees which would increase their operational efficiency

    while simultaneously optimizing the staff strength. It is, therefore, essential

    that the Government revise the Annual Direct Recruitment Plan (ADRP) in

    terms of which only one third of the vacancies can be filled up. New

    guidelines, where reduction in manpower and levels of fresh manpower

    intake would be assessed and prioritized by the individual Ministry orDepartment keeping its work processes, service delivery and functional

    requirements and budgetary savings at centre stage should, therefore, be

    issued.

    SECTION - VI

    EVOLUTION OF NORMS AND GUIDELINES FOR

    ADMINISTRATION AND FINANCE CADRE

    A. Evolution of Norms6.1 The Indian Council of Agricultural Research has to meet the demands of emergingglobal economic scenario. The Committee has looked into the methods that would

    improve the delivery mechanics, which will have direct bearing on the services

    provided by ICAR to various stakeholders. The Committee has made

    recommendations rationalizing the various structures with a view to improve

    delivery mechanism for providing services to all stakeholders. The Committee has

    restructured the various cadres in a manner, which will ensure quick decision-

    making and expedite delivery system.

    6.2 The Committee has noted the fact that though the activity and number of

    Institutions in ICAR have increased manifold after V Plan period, but there hasnot been commensurate increase in different posts or there has not been any

    efforts for any cadre restructuring as such. The Committee noted down this fact

    and accordingly suggested restructuring of various cadres merely on the basis of

    functional requirements.

    6.3 Keeping in view the rationale and objectives mentioned in Section V, an attempthas been made to look at the existing staffing pattern in the different ICAR

    institutions & its Headquarters. A detailed study was carried out regarding

    average budget/ expenditure during last 3 years i.e. from 2004-05, to 2006-07 and

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    sanctioned strength of the scientists excluding Research Management Position

    (RMP). Numbers of regional stations were also considered for this study to arrive

    at the extent of additional work involved and manpower requirements. (Statement

    at Annexure-II gives the list of Regional Stations).

    6.4 As a result the following norms have emerged: -All the units of ICAR numbering 103 have been grouped in the following

    Categories:

    6.5 Hqrs. of the ICAR shall continue to function as the Secretariat of ICAR and followthe same staffing pattern and service conditions for its personnel as in the Central

    Secretariat, as far as possible.

    6.6 Other institutions numbering 89 have further been classified into 3 categoriesbased on expenditure and scientific strength, which is as follows: -

    6.7 As far as possible, the Committee has suggested posts at the same level of Headsof Administration & Finance in each unit so as to facilitate smooth functioning.

    6.8 During the deliberation, it has been observed that at one point of timeAAOs/AF&AOs were part of the combined cadre. However, under certain

    circumstances, these posts have been made the institute based. The Committee has

    observed that since AAOs/AF&AOs are important functionaries of the Institute

    they should be made part of the combined cadre and their transfer/promotion etc.

    may be made by ICAR Headquarters. However, to ensure that the employees in

    these cadres do not suffer more on account of their transferability, transfers shall

    be made within the zone only. This will also ensure the administrative

    (i) ICAR Hq - 1(ii) Deemed Universities - 5

    & National Institutions(iii) Zonal Coordinating Units - 8

    (iv) Other Institutions - 8103

    Category Average ExpenditureDuring Last 3 years(Rs. In Crore)

    Range of SanctionedScientific Strength

    A Above 20.00 100-200

    B 10.00-20.00 50-100

    C Upto 10.00 Upto-50

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    convenience in distribution of minimum level of administrative functionaries at all

    the units of ICAR. This view was also supported by all the DDGs and other senior

    functionaries of ICAR with whom the Committee interacted.Guidelines

    6.9.1 All the Institutes are categorized on two main parameters i.e. sanctioned strengthof scientists and average expenditure during last 3 years as mentioned in para 6.6

    above.

    6.9.2 Some Institutes, however, were falling in different categories due to variation ineither expenditure or number of scientists sanctioned. In such cases, the

    Committee has taken the view to consider such type of Institutes as falling under

    the next higher category. Thus 5 Institutes, which have higher sanctioned strength

    making them eligible to be provided with CAO, have also been provided with

    CF&AO. These 5 Institutes are IGFRI, Jhansi, CSWCR&TI, Dehradun, IASRI, New

    Delhi, CRRI, Cuttack and NBSS&LUP, Nagpur.

    6.9.3 Two Institutes which have higher expenditure but lower scientific strength havebeen provided CAO on the basis of financial norms. These Institutes are CIAE,

    Bhopal & CRIDA, Hyderabad.

    6.9.4 Four Institutes which were in category C on the basis of expenditure have beenupgraded to category B and provided with the post of SF&AO on the basis ofscientific strength. The Institutes are CIBA, Chennai, VPKAS, Almora, CARI, PortBlair and CTCRI, Trivandrum.

    6.9.5 Further, 7 Institutes which were in category C as for scientific strength, but withhigher expenditure have been provided with SAO to match with SF&AO post.

    These Institutes are NRCS, Hyderabad, CISH, Lucknow, DOR, Hyderabad,

    PDCSR, Modipuram, WTCER, Bhubaneshwar, NRC R&M, Bharatpur, NRCPB,

    New Delhi.

    6.9.6 The following structure of posts is suggested for Institutes as a measure of policy:

    (i) Category A institutions to be headed by CFAO & CAO.(ii) Category B institutions to be headed by SFAO & SAO.(iii) Category C institutions to be headed by FAO & AO.

    6.9.7 Other functionaries have been provided on the functional requirement basis.These posts are FAOs, AOs, AFAOs & AAOs.

    6.9.8 To assist SFAO in Category B institutions, posts of F&AO/ AF&AO have beenrecommended (except CPCRI, Kasargod where in addition to AF&AOs one post

    of F&AO is also recommended). To Assist F&AO in

    Category C institutions, AF&AO has been provided where average expenditure

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    was more than Rs. 6:00 crore (except NRC Pig which is comparatively smaller in

    size).

    6.9.9 Similarly, in administration, SAO will be assisted by AOs in those institutions of

    Category B, which have scientific strength of more than 75. Other remaininginstitutions in Category B will have AAOs.

    6.9.10 Posts of AAOs / AFAOs have been provided on basis of functional requirements.

    6.9.11 The Committee would suggest that the Deemed Universities & NAARM shouldhave posts of Registrar (Admin) and Comptroller (Finance) each in the pay scale

    of Rs. 16,400-20,900 on functional basis for these Universities to be brought at par

    with other universities and institutions of higher learning like IITs.

    6.9.12 The incumbents of these posts will be placed under Directors of respective

    institutions. In execution of their duties, they will be guided by the Joint Secretary(Admin)/ (Finance) at ICAR level.

    6.9.13 Having regard to the functional need of strengthening internal audit mechanismemphasized by the then Finance Secretary, Deptt. of Expenditure in his D.O. No.

    3(11)/06 (L&C) dated 4th September, 2006 to DG/ ICAR (Annexure V), two

    additional posts of Director in Administration and Vigilance and one additional

    post in Finance Wing of Director (Audit) are proposed at ICAR Hq. in the pay

    scale of Rs. 14,30018,300.

    6.9.14 The Committee would, in keeping with the policy outlined by Brahma Committeefor CSS category and the VIthCPC for Secretariat Staff suggest that ICAR shouldalso gradually phase out all posts of LDC, UDC and isolated posts like Sr. Sales

    Asstt., Gestetner Operator, Record Keeper, Library Attendant etc., from the

    Administration Cadre and posts of JAO from the Finance Cadre. Only minimum

    number of posts in LDC, UDC etc are suggested to be retained for some time since

    they serve as promotional channels for certain lower level categories as these

    categories should not be denied their channel. But once these lower categories are

    exhausted, the posts of LDC, UDC etc., should stand completely phased out.

    6.9.15 The base level of post after the implementation of this report and recommendation

    of VIth

    CPC would be Asstt. in Administrative Cadre and AF&AO in FinanceCadre.

    6.9.16 As far as possible, the post of Section In charge of finance wing at ICAR Headquarters may be headed by AFAOs failing which by Section Officers who have

    passed ICAR A&A examination previously but not have opted for finance cadre.

    6.9.17 Those who pass ICAR A&A examination will be given four increments and will beeligible for the post of AF&AO after 3 years of service in Finance Division after

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    passing the exam. The person passing the exam shall be posted in Audit wing and

    will have a common seniority for ICAR system starting from the date/ year of

    passing exam and merit on marks obtained for that particular year.

    6.9.18 75% of the UDCs are to be phased out at the first instance. Remaining 25% postsare to be retained as avenue for promotion from LDC, till the lower categories arecompletely extinguished.

    6.9.19 75% of LDCs are to be phased out at the first instance. 25% posts are to be retainedfor promotion for existing supporting staff and then these will also be phased out.

    6.9.20 All the 8 Zonal Coordinating Units need to be provided with F&AOs and AOs .

    6.9.21 It is to be noted that to a very large extent, the committee has tried to align itsrecommendation with the recommendation of VI Central pay commission.

    6.9.22 At present, a common examination is being conducted by ASRB for directrecruitment of F&AOs and AOs. Presently there is distinction in the qualification

    criteria of F&AOs and AOs. For administrative officers, the eligibility criteria for

    taking the exam is 50% marks in graduation while it is 55% in graduation for

    Finance & Accounts Officer. It is also seen that in all the national level Group 'A'

    recruitment competition, there is no bar of percentage and graduation is the

    eligibility criteria even for civil services exams. Accordingly, Committee is of the

    view that this qualifying marks criteria should be done away with and

    recruitment rules as modified be made applicable.

    Stenographers Cadre

    6.10 Since the functioning of ICAR Hqrs., in the Department of Agricultural Researchand Education is similar to the Ministry/Department of Government of India, the

    organizational structure of ICAR Hqrs., has, been based on the same pattern as in

    the Central Secretariat Services (CSS). Hence, the entitlement of stenographic

    assistance to officers in different grades of ICAR Hqrs., has been based on the

    Government of India norms on the stenographic assistance for the officers of CSS.

    For the field based units of ICAR, entitlement of an officer has been based purelyon functional basis, viz., overall volume of administrative responsibilities of an

    officer, level of budget being handled by him, responsibility of handling

    confidential records etc.

    6.11 Directors of Deemed Universities and National Institutes are in the same payscales as for the Dy. Director General of ICAR. Hence they have been

    recommended a higher level of stenographic assistance in the pay scale of Rs.

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    10,000-15,200.

    6.12 In consonance with the recommendation of VI CPC, the entry level of Gr. 'D'

    Steno's posts (Rs. 4000-6000) has been phased out. There shall not be any futurerecruitment in this grade. All the vacancies arising in the scale of Rs. 4000-6000/-

    and Rs. 5500-9000/- in the grade of Assistants and Stenographers Cadres would

    henceforth be filled up by recruitment of Executive Assistant with minimum

    qualification of graduation with one year diploma in computers. These Executive

    Assistants will discharge the functions presently being carried out by Assistants as

    well as the Private Secretaries. Both these cadres will be merged for promotional

    and all other purposes. In so far as the present incumbent to these cadres are

    concerned, they may continue as distinct cadres till the time the ICAR evolves a

    procedure for their job enlargement/enrichment, retraining and re-deployment.6.13 Having regard to these, the following norms would be applicable:-

    For ICAR Hqrs.S.No. Category of Officers Category of Stenographers No. of Posts

    1. DG, ICAR/ Secretary,ICAR and Chairman,ASRB

    (i) Sr. Principal Pvt. Secretary (Sr. PPS)(Rs.12000-16500)

    (ii)Steno. Gr. 'C' (PA)(Rs. 5500-9000)

    01

    01

    2. DDGs/Members,ASRB

    (i) Principal Pvt. Secretary (PPS)

    (Rs. 10000-15200)(ii) Steno. Gr. 'C (PA) (Rs. 5500-9000)

    01

    013. Directors and Dy.

    Secretary level posts,ADGs

    Pvt. Secretary (Rs. 6500-10,500) or PA (Rs.5500-9000)

    01

    4. Under Secretary/ DeskOfficers/ PrincipalScientists andequivalent officers

    PA (Rs. 5500-9000) 01

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    Legal Posts

    6.14 Presently, one post each of Legal Advisor (LA) (Rs. 12000-16500), Law Officer (LO)(Rs. 8000-13500) (transferred from IARI), Asst. Legal Advisor (ALA) (Rs. 6500-

    10500) and Jr. Law Officer (Rs. 5500-9000) are available at ICAR Hqrs., to monitor

    a large number of legal cases of entire ICAR. The legal unit has also been

    entrusted with the duties of advising DG & Secretary, ICAR in all kind of legal

    matters. One post of ALA (Rs.6500- 10500) is also available in IARI, New Delhi.

    6.15 Presently, there is no post in this cadre in the pay scale of Rs. 10000-15200 which iscausing blockage for promotional avenues of junior level officers. Hence, the post

    of L.O. needs to be upgraded to the pay scale of Rs. 1000015200. Two ALA's at

    ICAR Hqrs. and at IARI may be made eligible for promotion to the upgraded L.O.

    (Rs. 10000-15200) after 8 years of services in the grade. The existing L.O. (Rs. 8000-

    13500) may be made eligible for promotion to the upgraded post of L.O. (Rs.

    10000-15200) after 8 years combined service in the grade of Rs.8000-13500 and

    Rs.6500-10500. The existing post of JLO (Rs. 5500-9000) may be abolished as and

    when it is vacated by the existing incumbent. Committee feels that though there

    has been manifold increase in the work of Legal Cell, there should not be anyaddition of posts in Legal Cell and all the additional jobs relating to the legal

    matters may be got done through outsourcing, possibly by keeping law firms on

    retainership basis in the panel. The existing workforce will supervise the work in

    legal section with the help of outsourced legal firms.

    Official Language

    6.16 As also recommended by VI CPC, the pay scale of Director (OL) to be upgraded to

    For ICAR InstitutesS.No. Category of Officers Category of Stenographers No. of

    Posts

    1. Directors of Deemed (i) Principal Pvt. Secretary (PPS) 01

    Universities and NAARM, 10000-15200)Hyderabad. (ii

    Steno. Gr. 'C' (PA) (Rs. 5500-

    01

    2. Directors of other (i) Pvt. Secretary (Rs. 6500-10,500) 01Institutes depending on Orbudget level andmanpower strength PA (Rs. 5500-9000) 01

    3. Other Group 'A' (i) Pvt. Secretary (Rs. 6500-10,500) 01Officers/Scientists in OrInstitutes on functionalrequirement PA (Rs. 5500-9000) 01

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    Rs. 14300 - 18300 from existing scale of Rs. 12000-16500. Pay scale of Deputy

    Director (OL) to be upgraded to Rs. 12000-16500 from existing scale of Rs. 10000-

    15200 and re-designated as 'Joint Director' (OL) at ICAR HQ.

    6.17 Out of 32 Posts of Assistant Director (OL) in the pay scale of Rs. 650010500, 8 poststo be upgraded to Deputy Director (OL) in the pay scale of Rs. 10000-15200 on

    functional basis.Posts of Deputy Director (OL) to be provided as follows: ICAR

    HQ - 2

    Deemed Universities - 4

    NAARM - 1

    ICAR Research Complex for NEH, Barapani - 1

    Total - 8

    Two posts of Assistant Director (OL) in IVRI to be abolished.

    Isolated Posts

    Sr. Sales Assistants

    6.18 Sr. Sales Assistants were recruited in the pay scale of Rs. 5000-8000 (revised) inAuxiliary category. When Council took decision to abolish the Auxiliary Category

    posts from ICAR in 1994-95, this post was reclassified as administrative (non-ministerial) and the existing incumbents (3 nos.) were given option either to

    remain in Auxiliary Category or to switch over to the administrative (non-

    ministerial) category. Presently, only 2 Sr. Sales Assistants in auxiliary category

    are in position with no promotional avenues, except benefits under ACP Scheme.

    6.19 The Committee is aware of the demand of existing incumbent either for bringingthem under Technical Services or treat them at par with Assistants with

    retrospective date (from the date of their appointment). It was felt that it would

    not be possible for this Committee to recommend for bringing these posts under

    technical category. However, the Committee felt that since the VI CPC has

    recommended a single pay scale of Rs. 6500-10500 for both Assistants (Rs. 5500-9000) and those in the pay scale of Rs. 5500-8000, hence the existing Sr. Sales

    Assistants may be put into the main cadre of Assistant with pay scale of Rs. 6500-

    10500, from a date VI CPC recommendations are implemented. They may be

    given all consequential benefits viz., promotion to the post of Section Officer at

    ICAR Hqrs., by adjusting their seniority with other Assistants suitably, as far as

    possible without affecting the seniority of existing incumbents of Assistants. They

    may be made eligible for appearing in the Limited Departmental Competitive

    Examination for the post of Section Officer on the basis of length of their services

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    in the grade of Sr. Sales Asstt. taking it at par with Asstt. for this purpose only.

    Library Attendant/Despatch Rider/Record Keeper/Sr. GestetnerOperator

    6.20 The Committee observed that a small number of isolated Group 'C' posts asdetailed below also exist in ICAR system:-

    Incumbents of all these posts have almost no promotional avenues and hence

    have been stagnating since long. Most of these posts are filled by promotion of

    existing Gr. 'D' employees. It has been seen that all these 20 posts (Gr. 'C') have

    already outlived its utility and hence may be phased out. Incumbents of these

    posts may be suitably adjusted against the existing vacancies under

    administrative cadre viz., LDCs, UDCs etc.

    Security Personnel

    6.21 As per existing practice in the offices of Government of India, security jobs haveto be got done through outsourcing. Hence, the Committee is inclined to take a

    view that security jobs of all the units of ICAR should be got done only through

    outsourcing.

    6.22 It was observed that only a handful Institutes of ICAR have 16 nos. of SecurityOfficer (Rs. 6500-10500), 2 nos. of Sr. Security Supervisor

    (Rs. 5500-9000) and 21 nos. of Security Supervisor (Rs. 4500-7000). Institute wise

    distribution of these posts is as under:-

    S.No. Name of the Post and Pay Scale No. of Posts available

    At ICAR

    Hqrs.In ICAR

    Institute

    Total

    1. Despatch Rider (Rs. 3050 -4590) 1 - 12. Sr. Gestetner Operator (Rs. 3250 - 4000) - 1 13. Gesterner Operator (Rs. 3050 - 4590) 2 6 84. Library Attendant (Rs. 2750 - 4400) 2 - 25. Record Keeper (Rs. 2750 - 4400) 1 - 16. Time Keeper (Rs. 3200 - 4000) - 2 27. Jr. Gestetner Operator (Rs. 2750 - 4400) - 1 1

    TOTAL 6 14 20

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    6.23 Existing staff members in this category have been facing heavy stagnation asthere is hardly any promotional avenues for them. Since all these posts are

    Institute based and adequate posts in various category of Security Personnel

    are not available at most of the Instts, the Committee, feels difficulty in

    rationalizing of all these posts and creating promotional avenues for them

    also with functional justification. The Committee further feels that their

    grievances will be met to some extent through the recommendations of VI

    CPC and they all will get a higher revised pay scales and benefits under ACP

    Scheme. The Committee recommends that there shall not be any future

    recruitment in the grade of Security Officer/Supervisors etc.Financial Implications

    6.24 The posts that can be outsourced should be abolished and savings can be showntowards up gradation of posts.

    6.25 While calculating matching savings, it should also be seen that incumbents of theexisting posts are already drawing higher pay scale through financial up

    gradations under ACP Schemes.

    S.No. Name of the Institute Sanctioned StrengthSecurity Officer(Rs. 6500-10500)

    Sr. SecuritySupervisor (Rs.55009000)

    SecuritySupervisor (Rs.4500-7000)

    Total

    1. CARI, Port Blair 1 - - 12. NBPGR, New Delhi 1 - 1 23. IARI, New Delhi 1 - 8 94. IGFRI, Jhansi 1 - - 15. IISR, Lucknow 1 - - 16. CRRI, Cuttack 1 - 3 47. NRCG, Junagarh - - 1 18. IVRI (HSADL), Bhopal 2 - - 29. NDRI, Karnal 1 - 1 210. CSWRI, Avikanagar 1 - 1 211. CIRG, Makhdoom 1 1 - 212. CARI, Izatnagar - - 1 113. CSWR&TI, Dehradum - - 1 114. IISS, Bhopal - - 1 115. CAZRI, Jodhpur 1 - - 116. NIRJAFT, Barrackpore - 1 - 117. ILRI, Ranchi 1 - - 118. IASRI, New Delhi 1 - - 119. CIAE, Bhopal - - 1 120. CIFA, Bhubneswar 1 - - 122. IIHR, Bangalore - - 2 2

    TOTAL 16 2 21 39

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    SECTION - VII

    CLASSIFICATION OF INSTITUTES AND STAFFPATTERN EXISTING AND PROPOSED :ADMINISTRATION

    7.1 As already brought out in Section VI, the ICAR institutes have been dividedinto various categories on the basis of their average expenditure during the

    last three years and the sanctioned scientific strength and their number of

    Regional Station/Centres

    Category A

    7.2 Under Category A, thirteen institutions have been identified having anaverage expenditure above Rupees 20 crores and sanctioned scientific

    strength between 100 to 200. These institutions are:

    7.3 Each of these institutions has been recommended to be headed by a ChiefAdministrative Officer (as per norms) and to be assisted by SeniorAdministrative Officers, Administrative Officers and Assistant

    Administrative Officers - provided on functional basis. The details are givenin Annexure - III.

    7.4 The total financial implication in respect of this category A works out to Rs.4.71 lakhs per mensum at the present payscales. These implications are

    approximate and will significantly reduce with the implementation of the

    VIth CPC.

    i) CAZRI Jodhpur viii) ICAR, NEH Barapaniii) CIAE Bhopal ix) IASRI New Delhiiii) CMFRI Cochin x) IGFRI Jhansiiv) CPRI, Shimla, xi) IIHR,Bangalorev) CRIDA Hyderabad xii) NBPGR New Delhivi) CRRI Cuttack xiii) NBSS& LUP Nagpurvii) CSWCR & TI Dehradun

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    7.5 Under category B, thirty two institutions have been identified having anaverage expenditure between Rupees 10 crores to 20 crores andsanctioned scientific strength between 50 to 100. These institutions are:

    Category B

    28

    7.6Each of these institutions has been recommended to be headed by a SeniorAdministrative Officer (as per norms) and to be assisted by Administrative

    Officers and Assistant Administrative Officers - provided on functional basis.

    The details are given in Annexure -III.

    7.7The total financial implication in respect of this category B works out to Rs. 5.78lakhs per mensum at the present pay scales. These implications are approximate

    and will significantly reduce with the implementation of the VIth CPC.

    Category C

    7.8 Under Category C, forty four institutions have been identified having anaverage expenditure of up to Rupees 10 crores and sanctioned scientific

    i) CICFRI, Barrackpore xvii) CTCRI, Trivandrumii) CRIFAJ, Barrackpore xviii) DOR, Hyderabad

    iii) CARI, Port Blair xix) DRR, Hyderabadiv) CARI, Izatnagar xx) DWR, Karnalv) CIBA, Chennai xxi) ICAR, Eastern Region, Patnavi) CIRG, Makhdoom xxii) IIPR, Kanpurvii) CICR, Nagpur xxiii) IISS, Bhopalviii) CIFT, Cochin xxiv) IISR, Lucknowix) CIFA, Bhubhaneswar xxv) IIVR, Varanasix) CIRCOT, Mumbai xxvi) NRC, R&M, Bharatpurxi) CISTH, Lucknow xxvii) NRCPB, New Delhixii) CIPHET, Ludhiana xxviii) NRC Sorghum, Hyderabadxiii) CPCRI, Shimla xxix) PDCSR, Modipuram

    xiv) CSWRI, Avikanagar xxx) SBI, Coimbatorexv) CSSRI, Karnal xxxi) VPKAS, Almoraxvi) CTRI, Rajahmundry xxxii) WTC, ER, Bhubaneswar

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    strength up to 50. These institutions are:

    29

    7.9 Each of these institutions has been recommended to be headed by a

    Administrative Officer (as per norms) and to be assisted by AssistantAdministrative Officers - provided on functional basis. The details are givenin Annexure - III .

    7.10 The total financial implication in respect of this Category C works out to Rs.3.89 lakhs per mensum at the present pay scales. These implications are

    approximate and will significantly reduce with the implementation of the

    VIth CPC.

    Zonal Coordinating Units

    7.11 Apart from the above categories, the 8 Zonal Coordinating Units of ICAR,(ZCU-I to ZCU-VIII), are recommended to have a position of Administrative

    Officer and Assistant Administrative Officer(s). This is felt essential in view

    of the fact that their average expenditure including releases made by them

    exceeds Rupees 20 crores in each case and involves the entire financial

    management of the entire zone.

    i) CIRB, Hissar xxiii) NRC, Grapes, Puneii) CIAH, Bikaner xxiv) NRC, Groundnut, Junagarhiii) CITH, Srinagar xxv) NRC, Litchi, Muzaffarpur

    iv) DMR, New Delhi xxvi) NRC, M&AP, Anandv) DSR, Mau xxvii) NRC, Mithun, Nagalandvi) ICAR, Res. Complex,Goa xxviii) NRC, Oilpalm, Pedavegivii) IISR, Calicut xxix) NRC, Camel, Bikanerviii) ILRI, Ranchi xxx) NRC, Equines, Hissarix) NBAIM, Mau xxxi) NRC, Meat, Hyderabadx) NBAGR, Karnal xxxii) NRC, Pig, Guwahatixi) NBFGR, Lucknow xxxiii) NRC, Onion & Garlic, Punexii) NCAP, New Delhi xxxiv) NRC, Orchid, Pakyongxiii) NCIPM, New Delhi xxxv) NRC, Pomegranate, Solapurxiv) NIANP, Bangalore xxxvi) NRC, Seed Spices, Ajmer

    xv) NIRJAFT, Kolkatta xxxvii) NRC, Soyabean, Indorexvi) NRC, CWF, Bhimtal xxxviii) NRC, Yak, Dirangxvii) NRC, Agroforestry, Jhansi xxxix) NRC, WS, Jabalpurxviii) NRC, Banana, Trichy xL) PD, ADMAS, Bangalorexix) NRC, Cashew, Puttur xLi) PDFMD, Mukteshwarxx) NRC, Citrus, Nagpur xLii) PD, Cattle, Meerutxxi) NRC, Mushroom, Solan xLiii) PDBC, Bangalorexxii) NRC, WA, Bhubhaneswar xLiv) PDP, Hyderabad

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    7.12 In this case, there would be a net saving of Rs. 1.54 lakhs per mensumapproximately on the present pay scales.

    Deemed Universities

    7.14 As the mandate of these national level institutions involves management athigher levels, including facilitation of macro level Research and Development

    and imparting higher level e