Answer:

India’s civil service plays a crucial role in governance and administration but is often criticised for being small in size yet incurring high costs. The generalist approach, outdated procedures, and lack of specialisation hinder its ability to meet the challenges of a rapidly developing economy. Comprehensive administrative reforms are essential to streamline operations and enhance efficiency in the civil service structure.

Challenges of India’s Civil Service: Size and Expertise

• High Costs with Small Workforce: Despite being a relatively small workforce, the Indian civil service incurs disproportionately high costs in terms of salaries, benefits, and pensions.
  For instance: Civil servants form just 0.4% of India’s population, but their salaries and pensions constitute a significant part of the national budget
• Generalist Approach: Recruitment prioritises generalists over specialists, which limits the government’s ability to address sector-specific challenges.
  For instance: In sectors like renewable energy, where India aims for global leadership, a shortage of specialist officers has been noted in the Ministry of New and Renewable Energy.
• Imbalance in Resource Allocation: The civil service has an over-representation of clerical staff but a shortage of technocrats, health workers, and teachers.
  For example: In 2022, 50% of government spending was non-developmental, highlighting inefficiencies in resource allocation.
• Pay Disparity: While lower-level employees enjoy competitive wages, higher-level positions offer much lower salaries compared to the private sector, discouraging talent retention.
  For instance: The salary of a Chief Secretary in India is considerably lower than similar positions in the private sector.
• Inadequate Training: Training and capacity-building of civil servants often do not align with the dynamic needs of a rapidly evolving economy.
  For instance: Civil servants in the Ministry of Defence faced challenges with the Defence Procurement Procedure due to inadequate training on new procurement technologies.

Need for Comprehensive Administrative Reforms:

• Generalist Approach: Civil servants are often appointed based on general administrative skills rather than specialised knowledge, limiting their effectiveness in technical fields.
  For instance: IAS officers oversee health sectors without any medical background, hindering efficient healthcare policy implementation.
• Bureaucratic Red Tape: Excessive procedures and slow decision-making processes create delays and inefficiency in governance.
• Lack of Performance-Based Promotions: Promotions are largely seniority-based, discouraging meritocracy and efficiency within the civil services.
  For instance: The Second Administrative Reforms Commission recommended performance-based promotions, but these remain unimplemented in many departments.
• Accountability Issues: Civil servants often operate with limited accountability, leading to inefficiency and delays.
  For instance: The CAG report highlighted inefficiencies in the implementation of the MGNREGA due to poor accountability at the local level.
• Outdated Procedures: Many government departments still rely on outdated procedures, which slows progress in key areas.
  For example: The use of physical files in government offices persists despite efforts to promote e-governance through initiatives like the National e-Governance Plan (NeGP).

Way Ahead:

• Performance-Based Promotions: Implementing a merit-based system for promotions instead of seniority-based criteria can improve efficiency and accountability.
  For instance: The Second Administrative Reforms Commission (ARC) has recommended performance-linked promotions.
• Specialisation in Bureaucracy: Introducing sector-specific experts at the upper levels of the civil service is essential for better governance and policy outcomes.
  For example: South Korea and Singapore have successfully incorporated specialists in their civil service to enhance policy implementation.
• Lateral Entry for Expertise: Allowing lateral entry of professionals from private sectors and academia into specialised roles can bridge the expertise gap in government agencies.
  For instance: The recent appointment of lateral entrants in NITI Aayog has brought fresh perspectives to policy formulation.
• Restructuring Pay and Benefits: Revising pay scales to attract and retain talent at higher levels while reducing the fiscal burden at lower levels can balance the structure.
  For instance: The Seventh Pay Commission recommended restructuring the pay to reduce disparities and bring parity with the private sector.
• Decentralisation of Administration: Increasing local-level spending and empowering local bodies can make public service delivery more efficient and tailored to local needs.
  For instance: Only 4% of India’s government spending is at the local level, compared to higher percentages in developed countries like Germany.

• Modernising Administrative Practices: Streamlining procedures by using digital governance tools and removing redundant processes can enhance efficiency and transparency.
  For instance: Initiatives like Digital India aim to simplify administration and reduce bureaucratic delays.
• Strengthen Local Governance: Empowering local governments with greater autonomy and resources will enable more effective governance at the grassroots level.
  For instance: The Panchayati Raj institutions can play a vital role in regional development if given adequate resources and decision-making power.
• Policy-Oriented Training: Continuous training and capacity-building programs for civil servants in policy analysis, decision-making, and specialised skills are essential.
  For example: The Lal Bahadur Shastri National Academy of Administration (LBSNAA) offers courses focused on enhancing policy-making skills among civil servants.

To achieve Viksit Bharat by 2047, India needs comprehensive administrative reforms. Emphasising specialisation, lateral entry, performance-based promotions, and continuous training through iGOT Karmayogi will create a modern, efficient bureaucracy ready for a rapidly evolving economy and global competitiveness.

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