Proliferation of Bureaucracy in India

Non-Productive Govt. Expenditure

While everybody in the Government agrees that the size of the bureaucracy is bigger than it should be and very little has been done to actually reduce its size. The reduction of non-productive government expenditure is linked with the question of downsizing bureaucracy and there is an urgent need to announce a timetable for each department, to reduce the sanctioned strength of the staff at least by 10% by 2012, through an attractive Voluntary Retirement Scheme (VRS)

The Prime Minister should take the initiative for reduction of non-productive government expenditure by drastic pruning of Council of Ministers and Departments. The recommendation on administrative reforms, that the strength of a Ministry should not exceed a tenth of the combined strength of two Houses, should be strictly implemented by the Centre and the States.

Redundancy & Inefficiency

With deregulation of Industry, Trade and Finance, as part of reform strategy, the role of the government will have to shrink to match the requirements of the post-reform era. If the liberalization required PSUs to be unloaded, on the logic of trimming redundancy and increasing efficiency, the same logic must apply to the gigantic bureaucracy, whose sole purpose appears to have become self-perpetuation.

Non-Productive & Unaccountable

Many developed and developing countries have focused so much on the renovation and restructuring of their governments, in the midst of their reforms, to be purposive, responsive, effective and accountable in the key functions they perform in society. This is a far cry, by what we see and hear, in our country. There are strong advocates in government for increased public spending, but hardly any that assure matching outputs or productivity or accountability from government.

A bureaucrat, who finds himself unequal to the task he is assigned and feels insecure, becomes an authoritarian, using his position than his ability, to assert himself. He would be obsequious before his superiors or benefactors and indifferent and inaccessible to those he is supposed to serve. Regrettably, the majority falls under this category. As a result the bureaucracy is perceived to be the single biggest obstacle to development.

Downsizing & De layering

The Fifth Pay Commission recommended that public services have to sub serve the new goals of the State in 21st century. From mere controllers and regulators, they have to get converted into catalysts, promoters and facilitators. Their numbers need to be right sized. The government itself needs to be restructured by closing down departments or amalgamating them, by transferring subjects and institutions to the State Govts and Panchayat Raj bodies and by encouraging autonomous bodies, to take over some of the functions of the state.

There has to be delayering, in order to reduce levels and consequent delays. Large, unwieldy sections have to give way to small business like desks and the vast number of ministerial staff may be gradually replaced by executive assistants.

Top Heavy- Too Many Chasing Too Little

The large bureaucracy has inherent disadvantage of slow response, low value addition and lack of accountability. The top-heavy administration ceases to be productive and reacts to situations only under pressure and political influence. The overcrowding at top levels of the civil services, too many chasing too little, results in personality clashes, making coordination impossible.

This is what is happening today, with too many Chief Secretaries/Principal Secretaries, DGPs/IGPs, Principal/Chief Conservators of Forests etc. The episode of latest Tragic Helicopter Crash of "YSR"of AP, is a classic example. Therefore what is needed is an exit policy for bureaucracy at the top, doing away with overcrowding at top levels latest by 2012, for the good of the service itself.

Tapered Pyramid Structure

Just as in Defense Services there should be drastically tapered pyramid structure, with a gradation in retirement ages at various levels. The job security and automatic promotion to top level posts based on years of service, irrespective of the sanctioned strength, are mainly responsible for non-performance and irresponsibility. The performance is to be reviewed every five years, restricting time scale promotions only up to first 15 years of service.

The merit promotions after 15 years of service should be selective based on competency, performance, knowledge acquired and of course the sanctioned vacancy. Those who do not qualify for merit promotion should be retired at the age of 45 years and others who do not make to the next merit promotion should be retired at the end of 4 or 5 years tenure in that position. This will ensure wide base at the field level where it is required and drastic reduction in numbers at top level, providing the necessary tautness and effectiveness to the administration.

Experts from Other Sources

The senior officials over 50 years of age, who are unlikely to be able to meet the new demands of service that will be made on them, be offered golden hand shake under VRS. The experts in fields, as diverse as Agriculture, Biotechnology, Informatics, Energy, Environmental Management etc, be brought in from the private sector, universities, technical and professional institutions, to modernize the bureaucracy and to run a lean administration which will have managerial and technical skills.

A good beginning has already been made by appointing Mr.Nandan Nilekani as Chairman of Unique Identification Authority of India. Many more required to follow.

Conclusion

The highest priority should be given to streamline the administration and free the Nation from the millstone of a Fat, Lethargic and Corrupt Bureaucracy. But no party seems to have the political will to do it. The bureaucracy too will resist it with all its might. The remedy, however slow it may be, lies with the public--People's Power--the Paymasters.