DOCSLIB.ORG

UNIT 16 FIELD ADMINISTRATION Structure

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
UNIT 16 FIELD ADMINISTRATION Structure UNIT 16 FIELD ADMINISTRATION Structure Objectives Introduction Regional Administration Divisional Administration Evolution of District Administration Territorial Sub-divisions Collector and District Administration Component Parts of District Administration Administrative Organisation Problem Areas in Field Administration Let Us Sum Up Key Words References and Further Readings Answers to Check Your Progress Exercises After studying this Unit, you sho~~ldbe able to: Describe importance of field administration in India; ' Understand meaning and rationale behind the Field Administration and Regional Administration; Explain nature of Divisional Administration in India and the 'role of Divisional Commissioner; Trace the evolution of District Administration in India; Describe the coniponent parts of District Administration and Administrative Organisation at the District level; and Analyse the problem areas in Field Administration. I 1 16.1 INTRODUCTION Field administration is a decentralised State administration. The purpose of field (r ! administration is basically to bring the regulatory and service functioqs of the State 'nearer to the people. There is also a demand for greater citizen participation in Policy formulation and execution. For this purpose, a vast politico-administrative apparatus has been established. The State Government officers cannot transact their business from the Headquarters due to the long distance, magnitude af the work, administrative cost, and time taken to communicate. Therefore, the field offices are the necessity for the efficient functioning of administration. The policiff are translated into reality and programmes are implemented at the field level. In India, the State level Departmepts Bnd Ministries. establishing a large number of field offices and delegating their power and functions to the field officers to implement I the development programmes. The Divisional offices, wherever they exist, District Offices, and Local Self-Government institutions broadly constitute the component I parts of the Field Administration. The offices of Field Administration are organised on the basis of historical traditions, political considerations, administrative I convenience, technical requirements, development imperatives and the need for greater interaction between the administration and the community. At the field level, majority of people come into closer contact with the Government. .It is also here that I the people judge the quality and efficiency of the Government. The Field administration undertakes a wide range of activities associated with the life of community. Technol.ogical advances specially in the field of transport and , communication have played an important role in the expansion of field Field and Local administration. Most of the State Deparfments such as Public Works, Irrigation. Administration Health, Education, ~ancha~atsetc. are having their offices in the District, Sub- Divisions, and Blocks. In this Unit, we will study different aspects of Regional Administration, Divisional Administration, and District Administration. In addition, we will analyse the problem areas in the Field Administration. Other important aspects of Field Administration like office of the Collector, Police Administration, Municipal Administration and Panchayati Raj will be discussed in the following Units. 16.2 REGIONAL ADMINISTRATION As the Directorates are concerned with policy execution, and execution of policy takes place in the field Mistrict, block and village level), therefore the need arises for them (Directorates) to create intermediate level administrative agencies to coordinate and supervise the field operations. This intermediate level administrative set-up between the State Headquarters (the Directorate) and the District is referred as 'Regional Administration'. Each region is comprised of a number of districts; thus a region is a real unit below the State and above the District level. Significance The Regional Administration permits more delegation and speedier disposal of business. It lightens the workload of the Head of Department; permits him to concentrate on general policy issues affecting the State, and allows a detailed examination of the problems, which are of particular relevance to specific region. It also facilitates better coordination and supervision of the programmes being executed at the district level. ARC Study Team Report on District Administration (1 967) explains the significance of the regional administrative set-up for a State. "Most States in India are comparatively large, both in area and population. The six largest States together cover approximately 61 per cent of the area of the country. In such large States, there are wide variations in the socio-economic and geographical charismatic of each region. This underlines the need for a regional level in the administrative set-up. On the one hand, polFy formulation and coordination call be better achieved at a level intermediate beqden the District and the State Government; on the other, the State Government being comparatively remote form the locale of policy implementation, cannot assess local problems in their proper perspective. It is in these circumstances that the services of senidr and experienced administrators are needed at an intermediate level, between the policy formulation level at the State Headquarters and the implementing level in the district". Meaning and Patterns The phrase 'Regional Adminjstration' thus refers to the network of organisations that function below the State level but above the district. Most Departments in a State maintain Regional Headquarters in these intermediate geographical territories. These territorie; do not bear a common name, and are not geographically coterminous in respect of the various Departments at the State level. They often crisscross each other for different purposes (revenue collection, law and order maintenance, forest management and so on). Each Department creates its sub-state - formations to suit its particular requirement. Majority of States are divided, (for purposes of revenue and general administration) into real units called 'divisions'. A Divisional Commissioner who coordinates and supervises the work of the District Collectors under his jurisdiction Heads each division. Similarly, the Police Department at the State Headquarters has Deputy Inspector General at the intermediate level. These territorial divisions in respect of the Police Departnlent are called 'ranges'. This 'range' may be coterminous with the Commissioner'\ Division. Where the workload of a Department does not warrant this; the intermediate territorial unit may not be coterminous with the Commissioner's Division. Thus, the Forest Department divides the State into Field Administration intermediate geographical territories (also) called 'ranges' in deciding th6: geographical area of range. To take one more example, the State level Irrigation Department has Superintending Engineer at the regional level, who is in charge of the Executive Engineers of his region. Briefly, whether a particular Department will have a Regional Administrative set-up or not will depend on (i) size of the State, and (ii) volume and nature of work handled by it. Obviously, the particular historical circumstances in which a Department was created and grew, and the personalities involved in its evolution will also affect- such a decision. Role The foremost function of the regional level officer is supervision and coordination of the work of district level functionaries of his Department. The important functions of the Regional Officer are mentioned below: The Regional Officer also pdrforms the important function of setting norms and standards for the comparatively young district level officers and he ensures that these norms and standards are kept through an elaborate system of inspections, reports and returns, directives and periodic meetings with the district level functionaries. The Regional Officer keeps himself and the State Headquarters informed about difficulties or problems, which the functionaries at the lower geo&aphical formation may face through on the spot inspection. He also initiates measure for their rectification. Also, he is responsible to ensure that the targets are achieved. He maintains an active touch with the Panchayati Raj Institutions under his jurisdiction. Assessment The existence of the intermediate administrative set-up between the State Headquarters (policy formulation level) and the districts (policy implementation level) has been criticised on the basis that it has no substantive role to perform. In fact, it is redundant level of administration, which only contributes delay in the administrative process. 16.3 DIVISIONAL ADMINISTRATION Administrative organisation at the sub-state level in the country is not uniform. Broadly, there are two different systems. Firstly, the State is divided into a few divisions, each division consisting of a few districts. In this system, the Divisional Co~nmissioneris the Head of the Division and acts as a link between the District Administration and the State Government. In the second system, where there are no divisions, the District Administration directly deals with the State Government without any intermediary in between. The Field Administration in the country falls in between these two systems. An important feature of the State administration is that several executive departments have regional offices in the State. The 'range' offices of the Police Department
Load more

Recommended publications
  • State Disaster Management Action Plan for the State of Uttarakhand
    State Disaster Management Action Plan for the State of Uttarakhand Disaster Mitigation & Management Centre Uttarakhand Secretariat Rajpur Road, Dehradun-248001 1 INDE( C)APTER- I Introduction Page No. 1. Introduction 01 1.1 State Profile ,Social, Economic and Demographic 03 1.2 Demographic & Socio-economic Profile 03 1.3 Area & Administrative Divisions 04 1.4 Geology* 0. 1.5 Climate 06 1.6 Temperature 06 1.8 Literacy and Education 06 1.9 Health Infrastructure of Uttarakhand 08 1.10 Forests 10 1.11 Agriculture 10 1.12 Food Grain Production 11 1.13 Land Use Pattern 1 1.14 Industrial profile of Uttarakhand 1 1.15 Transport & Communication 14 1.16 Power & Electrical Installations 16 C)APTER- II 0ulnera1ility Analysis & Risk Analysis 2.1 Vulnerability Analysis 18 2.2 State Vulnerabilities 13 2.2.1 Vulnerabilities to Earthquakes 0 2.2.2 Earthquake Hazard Map 1- 2.3 Vulnerability to Landslides 3 2.3.1 Landslides Hazard Zonation Mapping 4 2.4 Vulnerability to Floods . 2.5.1 Cloudbursts 8 2.5.2 Flash Floods 8 2.6 Avalanches 3 2.7 Drought 3 2.8 Hailstorms 3 2 2.9 Socio-Economic Vulnerabilities 30 2.10 Economy & Lack of access to infrastructure 31 2.11 Education 3 2.12 High Mortality 3 2.13 Housing 3 2.14 Gender discrimination 34 2.15 People needing special care 34 2.16 Live Stocks 34 C)APTER- III Preventive Measures 3.1 Early Warning and Dissemination systems 36 3.2 State Emergency Operation Centre 37 3.2.1 Communication Network 37 3.2.2 Police Wireless Set 38 3.2.3 Alert and Information System (SMS Software) 38 3.3 Early warning System:- 40 3.3.1 Rainfall Report 40 Prevention 3.4 Prevention 41 Mitigation Strategy 3.5 Mitigation Strategy 4 3.5.1 Structural Mitigation 4 3.5.1.1 Risk Assessment & Vulnerability Analysis 43 3.5.1.2 Hazard Assessment 44 3.5.1.3 Building Bye-laws & Codes 4.
    [Show full text]
  • Format of Bio-Data in Respect of Persons Desirous of Inclusionin DPE Databank
    - Format of Bio-data in respect of persons desirous of inclusionin DPE databank 1. Name and surname (in full):Anirban Mukhopadhaya 2. Director Identification Number (refer Note 1) : 07197450 3. Income Tax PAN: 4. Gender : Male 4. Nationality : Indian 5. Father's name and mother's name and Spouse's name (if married) : Late S.R. Mukerji, (father),Smt. Sipra Mukerji, (mother), Debasrita Mukhopadhaya, (spouse) 6. Date of Birth: 18June 1957 7. Present Position/Occupation Superannuated from the Indian Administrative Service on 30/ 06/2017 8. Full address (present and permanent) with PIN code, Phone number, Mobile Number, E-Mail address) : - Mobile No. 9414016355 Landiine. 0141 - 4087747. 9. Educational & Professional Qualification (Graduation onwards) S.No. Course Subjects University/Institut e Year of Passing 1 BA Hons. Natural Cambridge (U.K.) 1978 Sciences 2. MA Natural Cambridge (U.K.) 1982 Sciences 3. MA History Delhi 1980 4. MBA Finance Southern Cross 1996 Specialisation (Australia) 10 . Work Experience (Recent & Highlights) - Full Service History Sheet attached S.No. Organization/ Post Held Period (From ­ To) Nature of Institute Work/ Area of Specialization 1 Rajasthan Chairman 06/05/2017 -30/06/2017 Judicial, Civil Services (superannuation) (Personnel) Appellate Tribunal, Jaipur 2 Rajasthan Chairman & 01/07/2016 - Urban Housing Housing 05/05/2017 Development & Board Commissioner Housing and Corporate Governance as Director in the Jaipur Metro Rail Corporation 3 Government Additional 20/09/2014 - Security, of Rajasthan Chief 01/07/2016 Administration, Secretary, Law, Finance & Home, Civil Corporate Defence,Home Governance as Guards, Jails, Director in the State Bureau Police Housing of Corporation Investigation and ex-officio Chief Vigilance Commissioner Rajas than 4 Government Principal 16/08/2010 - Personnel, of Rajasthan Secretary & 07/08/2014 Legal & later Constitutional, Additional University Chief administration, Secretary to Tribal the Governor Development of Rajasthan etc.
    [Show full text]
  • Participant List
    15th Round of MCTP Phase IV, 2021 (02-08-2021 to 27-08-2021) List of Participants Sl. No.Name & Address Gender Cadre Allotment Year 1 Dr. Sharat Chauhan, Male AGMUT 1994 Principal Secretary, Finance and Health, Government of Arunachal Pradesh, Block-02, 3rd Floor, Civil Secretariat, Itanagar, Arunachal Pradesh-791111 2 Swati Sharma, Female AGMUT 2003 Secretary, Government of NCT of Delhi, Delhi Secretariat, I P Estate, New Delhi- 110002 3 Ankur Garg, Male AGMUT 2003 Commissioner Trade and Taxes, Government of NCT of Delhi, 33-A, Shamnath Marg, New Delhi-110054 4 Shurbir Singh, Male AGMUT 2004 Secretary Finance and Chief Electoral Officer, Government of Pondicherry, Office of Secretary Finance, 3rd floor Chief Secretariat, Goubert Avenue, Pondicherry-605001 5 Garima Gupta, Female AGMUT 2004 Secretary, Government of NCT of Delhi, 6 by 8 Lancer Road, Opp. Vishwavidylaya Metro Station, Timarpur, Civil Lines, Delhi-110054 6 Niharika Rai, Female AGMUT 2005 Commissioner, Government of Arunachal Pradesh, Room No. 202, Block 2, Civil Secretariat, Itanagar, Arunachal Pradesh-791111 7 Ashish Madhaorao More, Male AGMUT 2005 Additional Commissioner, North Delhi Municipal Corporation, Government of NCT of Delhi, Flat No. A-8, Delhi Government Residential Complex, Sector D-2, Vasant Kunj, New Delhi-110070 8 H. Lalengmawia, Male AGMUT 2005 Commissioner and Secretary, Power And Electricity Department And Sports, Government of Mizoram Room No. 116,117, Building No. 1, MINECO, KHATLA, Aizawl, Mizoram-796001 9 Kunal, Male AGMUT 2005 Chief Electoral Officer, Office of Chief Electoral Office, Government of Goa, Old IPHB Building, Altinho, Panaji, Goa-403001 10 Rupesh Kumar Thakur, Male AGMUT 2006 Director, Ministry of Labour, Shram Shakti Bhawan, Rafi Marg, New-Delhi-110001 11 Ashok Kumar, Male AGMUT 2006 Secretary, Government of Puducherry, No.
    [Show full text]
  • To View/Download. Pdf/1.08 MB
    • 9-117 II—taus 3(i)] Arta (NA (-171 : aMMTTIII 61 (xviii) "Pay Matrix" means the Matrix specified in the Schedule III with Levels of pay arranged in vertical cells as assigned to corresponding existing Pay Band and Grade Pay or scale; (xix) "Personal pay" means additional pay granted to a member of the Service — (a) to save him from a loss in his substantive pay in respect of a permanent post other than a tenure post due to a revision of pay or due to any reduction of such substantive pay otherwise than as a disciplinary measure; or (b) in exceptional circumstances, on other personal considerations; (xx) "promoted officer" means an officer appointed to the Indian Administrative Service by promotion from a State Civil Service in accordance with sub-rule (1) of rule 8 of the Indian Administrative Service (Recruitment) Rules, 1954; (xxi) "promotion" means appointment of a member of the Service to the next higher grade over the one in which he is serving at the relevant time; (xxii)"revised pay structure"in relation to any post specified in Schedule II means the Pay Matrix and the Levels specified therein corresponding to the existing Pay Band and Grade Pay or scale of the post unless a different revised Level is notified separately for that post; (xxiii)"revised emoluments" means the pay in the Level of a pay of a member of the Service in the revised pay structure or the basic pay in the Apex scale and the Cabinet Secretary's scale; (xxiv) "Schedule" means the Schedule appended to these rules; ( xxv) "Service" means the Indian Administrative Service; (xxvi) "State" means a State specified in the First Schedule to the Constitution and includes an Union territory; (xxvii) "State Cadre" and "Joint Cadre" have the meanings respectively assigned to them in the Indian Administrative Service (Cadre) Rules, 1954; (xxviii) "State Civil Service" shall have the meaning assigned to it in the Indian Administrative Service (Recruitment) Rules, 1954; and (xxix) "State Government concerned" in relation to a Joint Cadre means the Joint Cadre Authority.
    [Show full text]
  • Indian Administration
    mathematics HEALTH ENGINEERING DESIGN MEDIA management GEOGRAPHY EDUCA E MUSIC C PHYSICS law O ART L agriculture O BIOTECHNOLOGY G Y LANGU CHEMISTRY TION history AGE M E C H A N I C S psychology Basic of Indian Administration Subject:BASIC OF INDIAN ADMINISTRATION Credits: 4 SYLLABUS Historical Context Administrative System at the Advent of British Rule, British Administration: 1757-1858, Reforms in British Administration: 1858 to 1919, Administrative System under 1935 Act, Continuity and Change in Indian Administration: Post 1947 Central Administration Constitutional Framework, Central Secretariat: Organization and Functions, Prime Minister's Office and Cabinet Secretariat, Union Public Service Commission/Selection Commission, Planning Process, All India and Central Services State Administration Constitutional Profile of State Administration, State Secretariat: Organization and Functions, Patterns of Relationship Between the Secretariat and Directorates, State Services and Public Service Commission Field and Local Administration Field Administration, District Collector, Police Administration, Municipal Administration, Panchayati Raj and Local Government Citizen and Administration Socio-Cultural Factors and Administration, Redressal of Public Grievances, Administrative Tribunals Judicial Administration Emerging Issues Centre-State Administrative Relationship, Decentralization Debate Pressure Groups, Relationship Between Political and Permanent Executives, Pressure Groups, Generalists and Specialists, Administrative Reforms Suggested Readings:
    [Show full text]
  • Devolution As a Threat to Democratic Decision-Making in Forestry? Findings from Three States in India
    Working Paper 197 Devolution as a Threat to Democratic Decision-making in Forestry? Findings from Three States in India Madhu Sarin with Neera M. Singh, Nandini Sundar and Ranu K. Bhogal February 2003 Overseas Development Institute 111 Westminster Bridge Road London SE1 7JD UK ii Acknowledgements The authors would like to thank David Edmunds and Lini Wollenberg for their valuable inputs. They also acknowledge Bob Fisher and Daphne Thuvesson for their comments on the full paper and Jon Lindsay for his comments on the Uttaranchal case study. The research for this paper was supported with funding from the International Fund for Agricultural Development (IFAD) under a project coordinated by the Center for International Forestry Research (CIFOR) on ‘Making Space for Local Forest Management’. Madhu Sarin is an independent development planner engaged in natural resource management policy analysis and research, based in Chandigarh, India. Email: [email protected] Neera M. Singh is currently a Ph.D. student at Michigan State University, USA. She was the Secretary of Vasundhara, a non-government organisation based in Bhubaneswar, Orissa, while undertaking the research. Email: [email protected] Nandini Sundar is currently Associate Professor at the Centre for Law and Governance, Jawahar Lal Nehru University, New Delhi. While undertaking the research she was Associate Professor in Sociology at the Institute of Economic Growth, Delhi. Email: [email protected] Ranu K. Bhogal is an independent researcher and consultant based in Bhopal, India Email: [email protected] ISBN 0 85003 637 2 © Overseas Development Institute 2003 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publishers.
    [Show full text]
  • IAS CURRENT LIST As on 12.6.2018
    GRADATION LIST OF IAS OFFICERS OF JHARKHAND CADRE WITH THEIR POSTINGS (Gradewise/Scalewise) As on 13-06-2018 Sl.No. Grade/Scale (In Rs.) Name Batch Mode of Present Postings / Notified DOB Date of Whether cadre or ex- Appt. Posting DOR Joining cadre Apex Scale Chief Secretary Level-17 in the pay matric 2.25 Lac 1 Rajiv Gauba JH-1982 RR Secretary, M/o Home Affairs, Govt. 15-08-1959 of India 31-08-2019 2 B. K. Tripathi JH-1983 RR Member Secretary, NCR Planning 08-08-1959 25-3-2015 Board, M/o Urban Development, 31-08-2019 GOI 3 Udai Pratap Singh JH-1984 RR Vice Chairman, DDA, New Delhi 01-10-1958 05-10-2016 30-09-2018 4 Rajeev Kumar JH-1984 RR Secretary, Finance Services, New 19-02-1960 Delhi 28-02-2020 5 Amit Khare JH-1985 RR Secretary, Ministry of Information 14-09-1961 01-06-2018 and Broadcasting, Govt. of India 30-09-2021 6 Sudhir Tripathi JH-1985 RR Chief Secretary, Jharkhand 27-09-1958 28-02-2018 30-09-2018 7 Devendra Kumar JH-1986 RR Development Commissioner, 26-03-1960 07-06-2018 Tiwari Jharkhand 31-03-2020 Additional Charge Chief Resident Commissioner, Jharkhand Bhawan, New Delhi 8 Nagendra Nath Sinha JH-1987 RR Managing Director, National 29-07-1964 Highways Infrastructure 31-07-2024 Development Corporation Limited (NHIDCL) 9 Indu Shekhar JH-1987 RR Member, Board of Revenue 24-10-1962 07-06-2018 Chaturvedi Additional Charge 31-10-2022 Additional Chief Secretary, Forest, Environment & Climate Change Department 10 Sukhdeo Singh JH-1987 RR Additional Chief Secretary, 05-03-1964 04-12-2017 Planning-cum- Finance Department 31-03-2024 Jharkhand Additional Charge 1) M.D., GRDA 2) Development Commissioner, Jharkhand 11 Arun Kumar Singh JH-1988 RR Additional Chief Secretary, Water 07-12-1963 07-06-2018 Resource Department, Jharkhand 31.12.2023 12 Kailash Kumar JH-1988 RR Additional Chief Secretary, 27-07-1962 19-04-2018 Khandelwal Personnel, A.R.
    [Show full text]
  • Introduction
    Community Based Resource Management ... 1 INTRODUCTION India’s forest management policies have been the centre of intense debate on environment and development for over last three and a half decades. Concern for the state of forests arises from the increasing awareness that forests are essential for sustainable development of not only the population living in and around forests but also as repository of nation’s valuable natural resources including genetic diversity. It is argued that the State has usurped the rights of local communities over a period of time leading to alienation of local population from the management of forests. On the other hand, forests under State management have suffered serious depletion due to relentless pressure from ever increasing demand from trade and industry and the tendency of the forest department to look upon forests as revenue earning resources (Khanna & Sama, 2001). The manifest failure of State and market mechanisms to promote sustainable and equitable natural resources management in developing societies has stimulated a search for community based alternatives (Agrawal & Gipson, 1999). It is argued that community based natural resource management (CBNRM) offers the best prospect for meeting conservation objectives while improving the condition of marginalised forest communities who are denied the fundamental right to substantive participation in decisions that impact on their well-being and livelihood. The basic assumption of CBNRM is that people who live close to a resource and whose livelihoods directly depend upon it have more interest in sustainable use and management than State authorities and distant corporations (Li, 2002). Our experience with social forestry and eco-development programmes proves the point.
    [Show full text]
  • HQ/DDMA Orders/Misc Matters/21Li38 Dated:12.06.2021 ORDER
    GOVERNMENT OF NCT OF DELHI DELHI DISASTER MANAGEMENT AUTHORITY No.F. 1(571)/DDMA (HQ/DDMA Orders/Misc Matters/21Li38 Dated:12.06.2021 ORDER In exercise of powers conferred under Section 22 of the Disaster Management Act, 2005, the in undersigned, his capacity as Chairperson, State Executive Committee, DDMA, GNCTD hereby directs that the restrictions imposed by DDMA vide Order No. 411 dated 06.05.2021 read with Order No. 424 dated 19.05.2021 with regard to persons coming from the States of Andhra Pradesh and Telangana to NCT of Delhi through Buses Cars / Trucks or any other mode of transportation in the territoryAirlines/ of NCT ofTrains Delhi, stands withdrawn with immediate effect. 2. All District Magistrates, their counterpart District DCPs and ali authorities concerned shall ensure strict compliance of this order and shall adequately inform and sensitize the field functionaries about these instructions for strict compliance, in letter & spirit. (Vijay Dev) Chief Secretary, Delhi Copy for compliance to: State Nodal Officers for COVID-19 (Andhra Pradesh and Telangana) 2. Commissioner of Police, Delhi Chairman, New Delhi Municipal Council 4 Pr. Secretary (H&FW), GNCTD 5 Pr. Secretary (Revenue)-cum-Divisional Commissioner, GNCTD Pr. Secretary(Transport), GNCTD 7. Commissioner (South DMC/East DMC/North DMC) 8. The Resident Commissioners of State Bhawan of Andhra Pradesh and Telangana 9 Secretary (1&P) for wide publicity in NCT of Delhi 10 CEO, Delhi Cantonment Board 11. All District Magistrates of Delhi 12 All District DCPs of Delhi Copy for kind information to: 1. Secretary to Hon'ble Lt. Governor, Delhi.
    [Show full text]
  • Uttarakhand Char Dham Devasthanam Management Board
    iD-q qudll-o7 crfif,$'r qleqr-{o\o /'Sooto T$oSol.rqo / za / zon-zozo ffiwr€. sfl{rquE st3D.r{ Hl-{T qfi-Irqff, - frqrfr qRfu€ srq-1, q-s (o) (uowwu-s sftft{q) tg{r(q. Eerqn. rs q;rcft, zozo {o frc zs, 1941 {tf wtrkT. ! g-t{I€TU-g YII-TI.T @ rrwl 1771Lxvt (s)/zozo / a{t) / zots .ru fuir{l. 6qefr, 2o2o eferqa-+r fdFdq gOqrcog "qrgd 261 s'Et]lq" $ Gr-J-d-{ zoo d ettrq qo {-\'qqIf, i ftqfq glrlT gnt qRfl 'gGNr€lrrg qn ffi tq{ery qq-arq fr*{rfi. 2o1e' st ffi6 ra q{, u1-r-q_fr, zozo qt} 3r-iqfr qqrq qt1 eilq m B-f,{fclu-s 6T 3Tfuftqq €wr: oo zozo d sq ti sd-qnmor d qqflQf gs uB-qqqT am e-oTRT-d ftrqr rntaT i t qqq) grnfslo-g srcIrqTq-ur q-qe. 15 q{-dft. 2020 {o (qtq zs, 1941 RliF vf,(I€iss il{ qIq e-fieil-{{ ssaFT sftFr{q, 2o1e (s*rs"s 3fqfr-'qq sst oo, o{ zozo) 3|wrq \rtr srukftt 1. ---R-- 2. ql{flrffq 3ilq qrFilqi ti *d o.r.raq. flrf cn"r i g , qn uq eimafiq1 Er€ 16q q-d-di qqFI 3ilEn{I s-qm{fq qftft irr r-d;I i 10" 4a I i. 12. 3lung qN er*q o1 frgfrn qffi rni o,'ffitil I I I sfldr€ru-s qglErrtuT qcrc. 1s q-ffS. 2020 {0 (du zs, 1941 qFD'sqO 3ilqrq gfg ffiffiffircfiffiffif frffiCIkryam €ffiffiT 6: qR qrq tgwrm irr rnTr..rt=t eilT gew SiHIEI HTd qFfr, gqrft, vrqa {srR afr ftgRd, rrscittr sflT Fqtrqr-dT 1V EdEII q.I;TI SfEn-q 9fi-6 ftril, qR qrq frft sln qqe qq ffi o-r silgqqur , qR qlri i-4U 6-l I3q, qu[e, 6-r T-qrffiI attfr q|"q qflnRr ?bT q{eilwT gKr sTrq qqfi 36- 6] 3rSqeTuI i g|tr€Iu-g sftIIEIItuT qqe.
    [Show full text]
  • Report of the Expert Committee on Land Leasing
    REPORT OF THE EXPERT COMMITTEE ON LAND LEASING NITI AAYOG Govt. of India New Delhi March 31, 2016 The views expressed in this report are of the Expert Committee and not of NITI Aayog or Govt of India. 1 Preface This report is in pursuance of the communication of the NITI Aayog, Govt. of India, vide order No. Q11022/12/2015-Agri dated September 07, 2015 to constitute an Expert Committee, for preparing a Model Agricultural Land Leasing Act, based on critical review of the existing agricultural tenancy laws of States and keeping in view the need to legalize land leasing. The composition and terms of reference of the Committee are shown in Annexure- I. The Committee had held several meetings and consultations with various stakeholders, the list of which is given in Annexure – II. I take this opportunity to convey my sincere thanks and appreciation to all the members of the Expert Committee for their contributions in finalizing the report. The help and co-operation of Dr. J.P. Mishra, Member-Secretary of the Committee, Shri. Y. S. Malik, Additional Secretary, Niti Aayog and other officers of the Agriculture Division, NITI Aayog are gratefully acknowledged. Besides, valuable contributions of Special invitees to the Expert Committee meetings, such as Mr. Sunil Kumar, Nalsar University of Law, Hyderabad Dr. Vijendra Kumar, Vice-Chancellor, National Law University, Guwahati and Prof. R.S. Deshpande, Director, Institute of Economic & Social Change , Bangalore, and Mr. Paras Kuhad, eminent land lawyer are acknowledged. Finally, I thank Ms. Jaya Nair and Mr. Gitesh Sinha of CSD for their valuable assistance.
    [Show full text]
  • Template Service Profile for Indian Administrative Service (IAS)
    Template Service Profile for Indian Administrative Service (IAS) Overview Indian Administrative Service (IAS) the premier service of Government of India was constituted in 1946. Prior to that Indian Imperial Service (1893-1946) was in force. As on 1.1.2013, sanctioned strength of IAS was 6217 comprising of 4313 posts to the filled by direct recruits and 1904 posts to be filled by promotion /appointment of State Civil Services officers/ Non-State Civil Service officers. The civil services have been a hallmark of governance in India. The Constitution provides that without depriving the States of their right to form their own Civil Services there shall be an All India service recruited on an All- India basis with common qualifications, with uniform scale of pay and the members of which alone could be appointed to these strategic posts throughout the Union." No wonder that Sardar Vallabhai Patel, one of the eminent leaders of the freedom struggle referred to the ICS as the steel frame of the country. The civil services, therefore, represents the essential spirit of our nation - unity in diversity. Recruitment At present there are three modes of recruitment to IAS viz (i) Through Civil Services Examination conducted by UPSC every year; (ii) Through promotion of State Civil Service officers to IAS; and (iii) Through selection of non - State Civil Service officers. Roughly 66(1/3%) posts are meant for Direct Recruitment and 33 (1/3%) posts are meant for promotion quota. Training Both Direct Recruit as well as promotee IAS officers are imparted probationary training at Lal Bahadur Shastri National Academy of Administration (LBSNAA).
    [Show full text]