Indian Council of Agricultural Research

Krishi Bhawan, Dr. Rajendra Prasad Road, New Delhi-110001

Report
of the
Cadre Review Committee
2008


HKP3MJI
ICAR
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 small
but 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. The
timing 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
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 relevant
to ICAR
16-20
VI.
Evolution of Norms and Guidelines for
Administration 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 and
Official 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
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 innovative
approach 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 of
the 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 the
stations/kendras/units of DG:AIR.
7. Institutes under Category A are to be headed by CF&AO and CAO, Category B by
SF&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.) and
Regional Training Institutesr (Finance) each in the pay scale of Rs. 16400-20900 at
par with other Universities and Institutes of higher learning like IITs.
II

9. Two additional posts of Director (Admn.) and Director (Vig.) and one post of
Director (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 out
gradually except a few to be retained for some time to serve as promotional
channels 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 in
Administration and Finance Cadre respectively.
12. Sections in Finance Division at ICAR Hqrs. may be headed by AF&AOs or the
S.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 be
made 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 given
after passing of ICAR Audit and Accounts Exam.
15. The Committee has tried to align its recommendations with the recommendations
of VI CPC.
16. Different qualifying marks criteria for direct recruit AO and F&AO should be
done away with.
Stenographers
17. Entitlement of an officer at ICAR Hqrs. for stenographic assistance has been based
on 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 has
been recommended for functionaries at senior most level at ICAR Hqrs.
19. DDGs, Members-ASRB, Jt. Secretary at ICAR Hqrs. have been recommended a
higher 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 provided
Pvt. Secretary (Rs. 6500-10500) or PA (Rs. 5500-9000).
21. Under Secretary, Pr. Scientists and other officers with equivalent functions have
been provided with PAs (Rs. 5500-9000).
22. For ICAR institutes: Directors of Deemed Universities and NAARM have been
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 be
phased 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 of
Assistants 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 been
given at para 9.1.
Legal Posts
26. The existing positions of Legal Adviser, ALA & LO will continue. However, any
additional 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 fill
a 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 Personnel
30. 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 and
financial upgradation under ACP schemes, as recommended by VI CPC.
IV

Official Language
32. As also recommended by VI CPC, the pay scale of Director (OL) may be upgraded
to 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 be
upgraded 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 upgraded
to Dy. Director (OL) (Rs. 10000-15200) on functional basis.
Other Isolated Posts
35. The 20 numbers of isolated posts like Gestetner Operator, Time Keeper, Data
Machine 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 be
abolished 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 this
Committee have been summarized as under:-

Summary : ICAR Hqrs. and Institutes (Admn.)
Existing Proposed Addl. (+)/Savings (-)
Joint Sec 0 1 +1
Director 1 4 +3
Registrar 0 5 +5
Dy. Sec. 8 12 +4
Under Secretary 12 30 +18
Section Officer 89 94 +5
CAO 8 16 +8
SAO 35 46 +11
AO 55 95 +40
AAO 312 431 +119
Asstt. 1253 2391 +1138
UDC 1310 509 -801
LDC 863 198 -665
Total A 3946 3832 -114
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 Existing Proposed Addl. (+)/Savings (-)
Joint Secretary (Finance)
0 1 + 1
Dir (F)/ Dir (Audit)
1 2 + 1
Comptroller
0 5 +5
CFAO/DDF
5 16 +11
SF&AO
8 38 +30
FAO
37 81 +44
AF&AO
109 98 -11
JAO
39 0 -39
TOTAL 199 241 +42
38. 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
VI

40. As available in other organization like CSIR, Central Secretariat etc., the deserving
staff 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 within
the 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 the
career 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 capacity
utilization, 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 activities
after requisite training and multi-skilling.
(ii) Job redesigning after measuring the actual manpower utilization as a last
resort.
44. The Committee learns that with a view to prevent the outflow of experienced and
qualified 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 staff
from 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 the
employees 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
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 Executive
Assistants 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 at
NAARM and other suitable places.
48. The Committee has suggested a well prepared regular periodical inservice and off
campus training and developmental programme for various level of officers and
staff 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 be
well conversant with the finer points of ICAR system. The guest faculty should be
given befitting remuneration at par with faculties of other reknowned training
institutions.
Concept of Corporate Pool of Posts
50. ICAR as a whole has been facing the following serious problems in managing its
manpower :-
(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 a
number 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 of
staff/posts in the overall administrative interest and efficiency.
52. Corporate Pool of the manpower on the pattern of DRDO and Railways could be a
solution to these problems.
53. In Corporate Pool system, all the institutes/units of ICAR may be divided into a
few 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
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 the
sanctioned 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 but
mainly 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 with
employee'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 with
the 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 in
Official 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 ACP
scheme, 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 of
this Committee is as under:-
IX


1.1 The Indian Council of Agricultural Research (ICAR) vide Order No.
33(10)/2007-Estt.I dated 19
th
September, 2007 constituted a Committee called
Cadre 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 26
th
Sept 2007 (Annexure
I).
1.2 The Members of the Committee are as under:-
1. Shri N. Parthasarathy, ........... Chairman
Former FA, DARE/ICAR
2. Shri M.K. Jain, ............ Member
Sr. A.O., IARI
3. Smt. Rashmi R. Rao, ............ Member
Sr. F&AO, NAIP
4. Shri Madan Sarup, ......... Member
Under Secretary (Per.)
5. Shri Sanjay Gupta, ....... Member-
Deputy Secretary (Admn.) Secretary
1.3 Consequent to the retirement of Shri Madan Sarup, Under Secretary (P), Shri
Rajiv Mangotra, Under Secretary (Vig.) has been nominated in his place vide
Office Order No. F. 33-10/2007-Estt. I dated 11
th
January, 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 5.40
2. Finance 7.62 1.08 6.54
3. Stenographers 1.40 22.41 (-) 21.01
4. Official language 0.21 -- 0.21
5. Legal -- 0.06 (-) 0.06
6. Security -- 2.71 (-) 2.71
7.
Other isolated
posts
-- 0.72 (-) 0.72

Total 44.68 57.03 (-) 12.35
2

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 in
all 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 the
GOI.
(ii) While recommending the strength in various cadres, the Committee
will also assess the financial implication involved and recommend
suitable matching savings.
(iii) The Committee may also recommend appropriate changes in the
Recruitment Rules for various posts in the light of its
recommendations.
(iv) As far as possible the Committee will undertake the cadre review and
restructuring 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 a
period 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 as
per the Govt. of India Rules.
1.5 Subsequently, Dy. Secretary (Admn.) vide his D.O. letter No. 33(10)/2007-
Estt-I dated 11
th
Jan, 2008 informed the Chairman that tenure of this
Committee has been extended up to 31.3.2008 vide ICAR Office Order dated
11
th
Jan., 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 its
recommendations, the Report of the Sixth Pay Commission was submitted to
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 Pay
Commission Report for similar categories. To enable this to be done, the
tenure of the Cadre Review Committee was finally extended up to 31
st
May,
2008.
1.7 The posts/structure of posts in the cadre of Admin/Finance and allied
categories 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 Secretary
VI. Section Officer/Desk Officer/Protocol Officer/Jr. Analyst
VII. Assistants/Research Assistant
Upper Division Clerks
VIII. Lower Division Clerks
IX. 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, Gestetner
Operator, Sr. Gestetner Operator, Despatch Rider etc.
XIII. Posts of Steno/PA/PS/SA to Chairman, ASRB
XIV. Junior Finance &Accounts Officer / Assistant Finance &Accounts
Officer
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
4

Officer/Senior Finance & Accounts Officer /Chief Finance & Accounts
Officer)
III. Assistant Administrative Officers
IV. Assistant Finance and Accounts Officers/ Junior Accounts Officer
V. Assistants
VI. Upper Division Clerks
VII. Lower Division Clerks
VIII. Posts of Stenographers/Personal Assistant/Private Secretary
IX. Posts such as Assistant Director (Official Language) and Deputy Director
(Official Language) in Official Language Division
X. Security Personnel (Security Officer/Senior Security Supervisor/ Security
Supervisor)
XI. Isolated posts like Gestetner Operator, Record Keeper etc.
2.1 The Indian Council of Agricultural Research is an autonomous body
registered as a Society under Society Registration Act, 1860 and is fully
funded by the Govt. of India through the Ministry of Agriculture- Deptt. of
Agriculture Research and Education
2.2 As per the Bye-Laws of the ICAR Society, except with regard to matters for
which specific provisions have been made in the rules, bye-laws, regulations
of the Society, orders made or issued by the Government of India and such
other rules and orders issued by the Government of India shall apply
mutatis-mutandis to the ICAR employees in regard to matters concerning
their service conditions, allowances and pay scales etc.
2.3 Prior to 1966, the ICAR functioned as an attached office of the Ministry of
Food and Agriculture. In the year 1966, the ICAR was re-organized and
declared as an autonomous organization. In the process of reorganization all
the Central Research Institutes under Government of India were brought
under the Council. The Institutes like Indian Agricultural Research Institute
(IARI), Indian Veterinary Research Institute (IVRI), National Dairy Research
Institute (NDRI), and Central Institute of Fisheries Education (CIFE) were
declared as National Institutes and given the status of Deemed Universities.
Other research institutes were also taken over and several new
Institutes/Project Directorate/National Research Centres/Bureaux were set-
up in the subsequent years. The ICAR also assumed the functions of the
Central Commodities Committees dealing with the crops like cotton,
oilseeds, coconut, lac, jute, tobacco, sugarcane, arecanut, cashewnut, spices
etc.
2.4 At the time of re-organization of ICAR, the employees working in ICAR
Hqrs. and in the Ministry of Food and Agriculture doing ICAR work were
given option either to opt for ICAR service or remain in the services of the
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. The
Institutes/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 the
approval 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 auxiliary
category 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 Krishi
Bhawan 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 Division
2. Animal Sciences Division
3. Horticulture Division

categorized as under:-
1. Scientific staff
2. Technical staff
3. Administrative staff
4. Auxiliary staff
5. Supporting staff
6

4. Natural Resource Management Division
5. Agricultural Education Division
6. Agricultural Engineering Division
7. Fisheries Division
8. Agricultural Extension Division
Each 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. Administration
2. General Administration
3. Technical Coordination
4. Personnel
5. Finance
6. Directorate of Publication and Information/ Library Unit
7. Agricultural Scientists Recruitment Board
8. Legal Cell
9. Hindi Unit
10. Media Unit
11. Work Study
12. Works Division
13. International Cooperation/Protocol Unit
2.11 In so far as the administrative support in the institutes under the Council is
concerned, 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 finance
cadres 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 55
2. Sr. Administrative Officer Rs. 10000-15200 35
3.
Chief Administrative Officer/ Jt.
Director(Admn.)
Rs. 12000-16500 08
4. Finance & Accounts Officer Rs. 8000-13500 37
5. Sr. Finance & Accounts Officer Rs. 10000-15200 08
6.
Chief Finance & Accounts
Officer/Dy. Director(Finance)
Rs. 12000-16500 05
7

2.13 The work relating to the recruitment of agricultural scientists, which was
earlier 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 and
assessment of scientists of ICAR.
2.14 ICAR has total manpower strength of 29,115 which includes 6428 scientist
posts, 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- defined
services 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. On
the 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 in
administrative 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 among
the 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 Headquarters
like LI DC, UDC, Assistant, S.O. and US is as unc er:-

LDC UDC Assistant S.O. US
No. of posts
sanctioned
94 188 164 89 12
Existing
Ratios
1 : 2 LDC to
UDC
10 : 9 UDC to
Asst.
2 :1 Asst. to S.O. 7:1 S.O. to US

8

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 a
common 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 stenographer
cadre 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 causing
widespread 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 to
Chairman
No. of posts
sanctioned
47 54 29 1
Ratios 8 : 9
Steno. Gr. D to PA
9 : 5 PA to PS
29 : 1
PS 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. of
Posts
Sanctioned
760 1177 1058 306 55 35
9

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 the
institutes 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 getting
promotion to Sr. A.O.
3.7 The position of stenographers in most of the institutes of ICAR is also not
encouraging, 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 2
nd
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 2
nd
financial upgradation under ACP scheme
merely into the pay scale of Rs. 750012000 (as per clarification received from
DOP&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 2
nd
financial 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 posts
like 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
10

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 of
FAO. 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 of
ICAR 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 cadre
posts is mainly due to:-
(i) ICAR is an isolated unit with no scope for horizontal or vertical
movement 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 who
are 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 1
Ratios 16 : 1
AD (OL) to DD(OL)
2 : 1
DD(OL) to Director (OL)

11

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 activities
meticulously 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 the
staff council/representatives of staff unions were invited to project their
grievances, give their suggestions and express their expectations keeping in
view 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 Committee
supported 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, took
painstaking 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 research
wing 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
12

Commissions/Administrative Reform Commission (including the Sixth
Central Pay Commission whose Report was submitted to Central
Government on 24
th
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 the
appreciation 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 Committee
members 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 norms
of 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 24
th

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 to
open 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.
13

4.9 Since it is very essential that whatever norms are being developed for cadre
structuring 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 in
charge 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 the
staff, labour unions/staff council was held on 19.4.2008 so that further
suggestion/proposal they may have in the context of the Report of Sixth Pay
Commission could be projected by them for consideration of the Cadre
Review Committee. These were also taken note of and kept in view while
drafting this Report.
SECTION - V EXTRACT OF VI
CPC RECOMMENDATIONS RELEVANT TO ICAR
5.1 Para 1.2.20 - All the individual up gradations recommended by the
Commission 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
V
th
or VIII
th
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 Work
Assistant 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 always
sought 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
14

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 relevant
for 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 have
been 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 of
Rs. 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 institutes
and JLOs at ICAR Hqrs.
5.5 Para 3.1.9 - The Commission recommends up gradation of the entry scale of
Section Officers in all Secretariat Services (including CSS as well as non-
participating ministries/deptts./organizations) to Rs. 7500-12000
corresponding to the revised pay band PB-2 of Rs. 8700-34800 alongwith
grade pay of Rs. 4800. Further, on par with the dispensation already available
in CSS, the Section Officer in other Secretariat offices which have always had
an established historical parity with CSS/CSSS shall be extended the scale of
Rs. 8000-13500 in Group 'B' corresponding on completion of four years
service in the lower grade. This will ensure full parity between all Secretariat
Offices. These recommendations shall apply mutatis-mutandis to the post of
Private Secretary/equivalent in these services as well. This is relevant for
ICAR 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 justified
in the past when formulation of proper policies was of paramount
15

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 grant
parity 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., and
AAOs of ICAR institutes.
5.7 Para 3.1.10 - Presently, distinct stenographers cadres exist in the secretariat as
well as in the field offices. Keeping in view the general principle envisaging
multi-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 Secretariat
Stenographers 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 will
discharge 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
16

field offices. This is also relevant for ICAR.
5.9 Para 2.5.8 - The Commission recommends introduction of a new performance
based pecuniary benefit over and above the regular salary for the
Government employees. The benefit will be called Performance Related
Incentive 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 with
two 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 hitherto
filled 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 average
emoluments/last pay drawn on completion of 20 years of qualifying service.
5.13 Para 6.2.10 - Employees seeking voluntary retirement on completion of
qualifying 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 with
clear 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. The
centralized 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.
17

5.15 Para 6.3.6 - The 'machine model' approach to jobs with the employee as a cog
in 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 diverse
groups, 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 the
Government 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 or
Department 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 Norms
6.1 The Indian Council of Agricultural Research has to meet the demands of emerging
global 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 has
not 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 attempt
has 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
18

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 follow
the 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 categories
based 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 Heads
of 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 time
AAOs/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 - 8
9
103
Category
Average Expenditure
During Last 3 years
(Rs. In Crore)
Range of Sanctioned
Scientific Strength
A Above 20.00 100-200
B 10.00-20.00 50-100
C Upto 10.00 Upto-50
19

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 strength
of 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 in
either 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 have
been 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 been
upgraded to category B and provided with the post of SF&AO on the basis of
scientific strength. The Institutes are CIBA, Chennai, VPKAS, Almora, CARI, Port
Blair and CTCRI, Trivandrum.
6.9.5 Further, 7 Institutes which were in category C as for scientific strength, but with
higher 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 been
recommended (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
20

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 remaining
institutions 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 should
have 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 mechanism
emphasized by the then Finance Secretary, Deptt. of Expenditure in his D.O. No.
3(11)/06 (L&C) dated 4
th
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 Committee
for CSS category and the VI
th
CPC for Secretariat Staff suggest that ICAR should
also 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 VI
th
CPC would be Asstt. in Administrative Cadre and AF&AO in Finance
Cadre.
6.9.16 As far as possible, the post of Section In charge of finance wing at ICAR Head
quarters 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 be
eligible for the post of AF&AO after 3 years of service in Finance Division after
21

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% posts
are to be retained as avenue for promotion from LDC, till the lower categories are
completely extinguished.
6.9.19 75% of LDCs are to be phased out at the first instance. 25% posts are to be retained
for 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 its
recommendation with the recommendation of VI Central pay commission.
6.9.22 At present, a common examination is being conducted by ASRB for direct
recruitment 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 Research
and 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 purely
on 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 pay
scales 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.
22

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 future
recruitment 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
01
3.
Directors and Dy.
Secretary level posts,
ADGs
Pvt. Secretary (Rs. 6500-10,500) or PA (Rs.
5500-9000)
01
4.
Under Secretary/ Desk
Officers/ Principal
Scientists and
equivalent officers
PA (Rs. 5500-9000) 01
23


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 is
causing 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 any
addition 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 Institutes
S.No. Category of Officers Category of Stenographers
No. of
Posts
1.
Directors of Deemed (i) Principal Pvt. Secretary (PPS)
(Rs.
01

Universities and NAARM,

10000-15200)


Hyderabad. (ii
)
Steno. Gr. 'C' (PA) (Rs. 5500-
9000)
01
2.
Directors of other (i) Pvt. Secretary (Rs. 6500-10,500) 01

Institutes depending on

Or


budget level and


manpower strength

PA (Rs. 5500-9000) 01
3.
Other Group 'A' (i) Pvt. Secretary (Rs. 6500-10,500) 01

Officers/Scientists in
ICAR

Or


Institutes on functional


requirement

PA (Rs. 5500-9000) 01
24

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 posts
to 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) in
Auxiliary 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 bringing
them 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
25

in the grade of Sr. Sales Asstt. taking it at par with Asstt. for this purpose only.
Library Attendant/Despatch Rider/Record Keeper/Sr. Gestetner
Operator
6.20 The Committee observed that a small number of isolated Group 'C' posts as
detailed 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 have
to 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 Security
Officer (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 - 1
2.
Sr. Gestetner Operator (Rs. 3250 - 4000)
- 1 1
3.
Gesterner Operator (Rs. 3050 - 4590)
2 6 8
4.
Library Attendant (Rs. 2750 - 4400)
2 - 2
5.
Record Keeper (Rs. 2750 - 4400)
1 - 1
6.
Time Keeper (Rs. 3200 - 4000)
- 2 2
7.
Jr. Gestetner Operator (Rs. 2750 - 4400)
- 1 1

TOTAL 6 14 20
26


6.23 Existing staff members in this category have been facing heavy stagnation as
there 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 shown
towards up gradation of posts.
6.25 While calculating matching savings, it should also be seen that incumbents of the
existing posts are already drawing higher pay scale through financial up
gradations under ACP Schemes.
S.No. Name of the Institute Sanctioned Strength
Security Officer
(Rs. 6500-10500)
Sr. Security
Supervisor (Rs.
55009000)
Security
Supervisor (Rs.
4500-7000)
Total
1. CARI, Port Blair 1 - - 1
2. NBPGR, New Delhi 1 - 1 2
3. IARI, New Delhi 1 - 8 9
4. IGFRI, Jhansi 1 - - 1
5. IISR, Lucknow 1 - - 1
6. CRRI, Cuttack 1 - 3 4
7. NRCG, Junagarh - - 1 1
8. IVRI (HSADL), Bhopal 2 - - 2
9. NDRI, Karnal 1 - 1 2
10. CSWRI, Avikanagar 1 - 1 2
11. CIRG, Makhdoom 1 1 - 2
12. CARI, Izatnagar - - 1 1
13. CSWR&TI, Dehradum - - 1 1
14. IISS, Bhopal - - 1 1
15. CAZRI, Jodhpur 1 - - 1
16. NIRJAFT, Barrackpore - 1 - 1
17. ILRI, Ranchi 1 - - 1
18. IASRI, New Delhi 1 - - 1
19. CIAE, Bhopal - - 1 1
20. CIFA, Bhubneswar 1 - - 1
22. IIHR, Bangalore - - 2 2

TOTAL 16 2 21 39
27

SECTION - VII
CLASSIFICATION OF INSTITUTES AND STAFF
PATTERN EXISTING AND PROPOSED :
ADMINISTRATION
7.1 As already brought out in Section VI, the ICAR institutes have been divided
into 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 an
average 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 Chief
Administrative Officer (as per norms) and to be assisted by Senior
Administrative Officers, Administrative Officers and Assistant
Administrative Officers - provided on functional basis. The details are given
in 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 Barapani
ii) CIAE Bhopal
i
x
)
IASRI New Delhi
iii) CMFRI Cochin x) IGFRI Jhansi
iv) CPRI, Shimla, x
i)
IIHR,Bangalore
v) CRIDA Hyderabad xii) NBPGR New Delhi
vi) CRRI Cuttack xiii) NBSS& LUP Nagpur
vii) CSWCR & TI Dehradun

7.5 Under category B, thirty two institutions have been identified having an
average expenditure between Rupees 10 crores to 20 crores and
sanctioned scientific strength between 50 to 100. These institutions are:
Category B
28



7.6 Each of these institutions has been recommended to be headed by a Senior
Administrative 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.
7.7 The total financial implication in respect of this category B works out to Rs. 5.78
lakhs 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 an
average expenditure of up to Rupees 10 crores and sanctioned scientific
i) CICFRI, Barrackpore xvii) CTCRI, Trivandrum
ii) CRIFAJ, Barrackpore xviii) DOR, Hyderabad
iii) CARI, Port Blair xix) DRR, Hyderabad
iv) CARI, Izatnagar xx) DWR, Karnal
v) CIBA, Chennai xxi) ICAR, Eastern Region, Patna
vi) CIRG, Makhdoom xxii) IIPR, Kanpur
vii) CICR, Nagpur xxiii) IISS, Bhopal
viii) CIFT, Cochin xxiv) IISR, Lucknow
i
x
)
CIFA, Bhubhaneswar xxv) IIVR, Varanasi
x) CIRCOT, Mumbai xxvi) NRC, R&M, Bharatpur
x
i)
CISTH, Lucknow xxvii) NRCPB, New Delhi
xii) CIPHET, Ludhiana xxviii) NRC Sorghum, Hyderabad
xiii) CPCRI, Shimla xxix) PDCSR, Modipuram
xiv) CSWRI, Avikanagar xxx) SBI, Coimbatore
xv) CSSRI, Karnal xxxi) VPKAS, Almora
xvi) CTRI, Rajahmundry xxxii) WTC, ER, Bhubaneswar
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 Assistant
Administrative Officers - provided on functional basis. The details are given
in 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, Pune
ii) CIAH, Bikaner xxiv) NRC, Groundnut, Junagarh
iii) CITH, Srinagar xxv) NRC, Litchi, Muzaffarpur
iv) DMR, New Delhi xxvi) NRC, M&AP, Anand
v) DSR, Mau xxvii) NRC, Mithun, Nagaland
vi) ICAR, Res. Complex,Goa xxviii) NRC, Oilpalm, Pedavegi
vii) IISR, Calicut xxix) NRC, Camel, Bikaner
viii) ILRI, Ranchi xxx) NRC, Equines, Hissar
i
x
)
NBAIM, Mau xxxi) NRC, Meat, Hyderabad
x) NBAGR, Karnal xxxii) NRC, Pig, Guwahati
x
i)
NBFGR, Lucknow xxxiii) NRC, Onion & Garlic, Pune
xii) NCAP, New Delhi xxxiv) NRC, Orchid, Pakyong
xiii) NCIPM, New Delhi xxxv) NRC, Pomegranate, Solapur
xiv) NIANP, Bangalore xxxvi) NRC, Seed Spices, Ajmer
xv) NIRJAFT, Kolkatta xxxvii) NRC, Soyabean, Indore
xvi) NRC, CWF, Bhimtal xxxviii) NRC, Yak, Dirang
xvii) NRC, Agroforestry, Jhansi xxxix) NRC, WS, Jabalpur
xviii) NRC, Banana, Trichy xL) PD, ADMAS, Bangalore
xix) NRC, Cashew, Puttur xLi) PDFMD, Mukteshwar
xx) NRC, Citrus, Nagpur xLii) PD, Cattle, Meerut
xxi) NRC, Mushroom, Solan xLiii) PDBC, Bangalore
xxii) NRC, WA, Bhubhaneswar xLiv) PDP, Hyderabad
30


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

7.14 As the mandate of these national level institutions involves management at
higher levels, including facilitation of macro level Research and Development
and imparting higher level education, these institutions are recommended to be
headed by Registrar (as per norms) and to be assisted by Chief Administrative
Officer(s), Sr. Administrative Officer(s), Administrative Officer(s), Assistant
Administrative Officer(s) - provided on functional basis. The details are given
in Annexure -III. This proposed structure will bring these institutions at par
with the university system/ IITs.
7.15 The total financial implication in respect of this Category works out to Rs. 18.00
lakhs per mensum at the present pay scales. These implications are
approximate and will significantly reduce with the implementation of the VIth
CPC.
ICAR Headquarters
7.16 The headquarters establishment, besides dispensing functions as any other
functional unit, is also the corporate headquarters for the organization as a
whole. This necessitates a functional need for budget at two different levels -
firstly, to dispense for the rest of the organization and two, to carry out its own
needs and requirements headquartered in New Delhi.
7.17 For the over all financial management of the ICAR, one position of Joint
Secretary (Admin) has been proposed, the detailed justification in respect of
which is given in Section X.
7.18 Joint Secretary (Administration) will be assisted by Directors designated as
Director (Admin), Director (Pers) and Director (Vig). Accordingly suitable
numbers of post at the level of Dy. Secretaries, Under Secretaries and Section
officers have been provided as per Annexure III. Post of assistants have also
been increased and corresponding reduction at the level of UDCs and LDCs
7.13 Under this category, five institutions have been
identified, which are:
i) IARI, New Delhi
ii) IVRI, Izatnagar
iii) NDRI, Karnal
iv) CIFE, Mumbai
v) NAARM, Hyderabad
31


have been made.
7.19 The total financial implication in this respect works out to Rs. 3.83 lakh per
mensum at the present pay scales. These implications are approximate and will
significantly reduce with the implementation of the VIth CPC.
SECTION - VIII
CLASSIFICATION OF INSTITUTES AND STAFF PATTERN
EXISTING AND PROPOSED : FINANCE
8.1 As already brought out in Section VI, the ICAR institutes have been divided
into various categories on the basis of their average expenditure during the
last three years, their sanctioned scientific strength and their number of
Regional Stations/Centres.
Category A
8.2 Under Category A, thirteen institutions have been identified having an
average expenditure above Rupees 20 crores and sanctioned scientific
strength between 100 to 200. These institutions are:

8.3 Each of these institutions has been recommended to be headed by a Chief
Finance & Accounts Officer (as per norms) and to be assisted by one Finance
& Accounts Officer each and Assistant Finance & Accounts Officers -
provided on functional basis. The details are given in Annexure- IV.
8.4 The total financial implication in respect of this category A works out to Rs.
1.10 lakh 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 Barapani
ii) CIAE Bhopal
ix
) IASRI New Delhi
iii) CMFRI Cochin x) IGFRI Jhansi
iv) CPRI, Shim la,
xi
) IIHR, Bangalore
v) CRIDA Hyderabad xii) NBPGR New Delhi
vi) CRRI Cuttack xiii) NBSS& LUP Nagpur
vii) CSWCR & TI Dehradun

8.5 Under category B, thirty two institutions have been identified having an
average expenditure between Rupees 10 crores to 20 crores and
sanctioned scientific strength between 50 to 100. These institutions are:
Category B
32



8.6 Each of these institutions has been recommended to be headed by a Senior
Finance & Accounts Officer (as per norms) and to be assisted by Assistant
Finance & Accounts Officers - provided on functional basis. However,
CPCRI, Kasargod being comparatively a larger establishment having large
number of Regional Stations/Centre has been recommended to have one
position of a Finance & Accounts Officer as well. The details are given in
Annexure - IV.
8.7 The total financial implication in respect of this category B works out to Rs.
1.99 lakh per mensum at the present pay scales. These implications are
approximate and will significantly reduce with the implementation of the
VIth CPC.
i) CICFRI, Barrackpore xvii) CTCRI, Trivandrum
ii) CRIFAJ, Barrackpore xviii) DOR, Hyderabad
iii) CARI, Port Blair xix) DRR, Hyderabad
iv) CARI, Izatnagar xx) DWR, Karnal
v) CIBA, Chennai xxi) ICAR, Eastern Region, Patna
vi) CIRG, Makhdoom xxii) IIPR, Kanpur
vii) CICR, Nagpur xxiii) IISS, Bhopal
viii) CIFT, Cochin xxiv) IISR, Lucknow
ix)
CIFA, Bhubhaneswar xxv) IIVR, Varanasi
x) CIRCOT, Mumbai xxvi) NRC, R&M, Bharatpur
xi
) CISTH, Lucknow xxvii) NRCPB, New Delhi
xii) CIPHET, Ludhiana xxviii) NRC Sorghum, Hyderabad
xiii) CPCRI, Shimla xxix) PDCSR, Modipuram
xiv) CSWRI, Avikanagar xxx) SBI, Coimbatore
xv) CSSRI, Karnal xxxi) VPKAS, Almora
xvi) CTRI, Rajahmundry xxxii) WTC, ER, Bhubaneswar
33



8.9 Each of these institutions has been recommended to be headed by a Finance
& Accounts Officer (as per norms) and to be assisted by Assistant Finance &
Accounts Officers - provided on functional basis. The details are given in
Annexure - IV.
8.10 The total financial implication in respect of this Category C works out to Rs.
2.31 lakh 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
8.11 Apart from the above categories, the 8 Zonal Coordinating Units of ICAR,
(ZCU-I to ZCU-VIII), are recommended to have a position of Finance &
Accounts Officer which at present are headed by Assistant Finance &
i) CIRB, Hissar xxiii) NRC, Grapes, Pune
ii) CIAH, Bikaner xxiv) NRC, Groundnut, Junagarh
iii) CITH, Srinagar xxv) NRC, Litchi, Muzaffarpur
iv) DMR, New Delhi xxvi) NRC, M&AP, Anand
v) DSR, Mau xxvii) NRC, Mithun, Nagaland
vi) ICAR, Res. Complex,Goa xxviii) NRC, Oilpalm, Pedavegi
vii) IISR, Calicut xxix) NRC, Camel, Bikaner
viii) ILRI, Ranchi xxx) NRC, Equines, Hissar
i
x
)
NBAIM, Mau xxxi) NRC, Meat, Hyderabad
x) NBAGR, Karnal xxxii) NRC, Pig, Guwahati
x
i)
NBFGR, Lucknow xxxiii) NRC, Onion & Garlic, Pune
xii) NCAP, New Delhi xxxiv) NRC, Orchid, Pakyong
xiii) NCIPM, New Delhi xxxv) NRC, Pomegranate, Solapur
xiv) NIANP, Bangalore xxxvi) NRC, Seed Spices, Ajmer
xv) NIRJAFT, Kolkatta xxxvii) NRC, Soyabean, Indore
xvi) NRC, CWF, Bhimtal xxxviii) NRC, Yak, Dirang
xvii) NRC, Agroforestry, Jhansi xxxix) NRC, WS, Jabalpur
xviii) NRC, Banana, Trichy xL) PD, ADMAS, Bangalore
xix) NRC, Cashew, Puttur xLi) PDFMD, Mukteshwar
xx) NRC, Citrus, Nagpur xLii) PD, Cattle, Meerut
xxi) NRC, Mushroom, Solan xLiii) PDBC, Bangalore
xxii) NRC, WA, Bhubhaneswar xLiv) PDP, Hyderabad
8.8 Under Category C, forty four institutions have been identified having an
average expenditure of up to Rupees 10 crores and sanctioned scientific
strength up to 50. These institutions are:
Category C
34


Accounts Officer. This is felt essential in view of the fact that their average
expenditure including releases made by them exceeds Rs. 20 crores in each
case and involves the entire financial management of the entire zone.
8.12 In this case, there would be a net saving of Rs. 0.26 lakh per mensum
approximately on the present pay scales.
8.13 The position of the Jr. Accounts Officers, where ever in existence, is proposed
to be done away with.
Deemed Universities/National Institutes
8.14 Under this category, five institutions have been identified, which are:

8.15 As the mandate of these national level institutions involves management at
higher levels, including facilitation of macro level Research and Development
and imparting higher level education, these institutions are recommended to
be headed by Comptrollers (as per norms) and to be assisted by Sr. Finance &
Accounts Officer(s)/ Finance and Accounts Officer(s)/Assistant Finance &
Accounts Officer(s) - provided on functional basis. The details are given in
Annexure - IV. This proposed structure will bring these institutions at par
with the university system/ IITs.
8.16 The total financial implication in respect of this Category works out to Rs.
0.69 lakh per mensum at the present pay scales. These implications are
approximate and will significantly reduce with the implementation of the
VIth CPC.
ICAR Headquarters
8.17 The headquarters establishment, besides dispensing functions as any other
functional unit, is also the corporate headquarters for the organization as a
whole. This necessitates a functional need for budget at two different levels -
firstly, to dispense for the rest of the organization
i) IARI, New Delhi
ii) IVRI, Izatnagar
iii) NDRI, Karnal
iv) CIFE, Mumbai
v) NAARM, Hyderabad
35


and two, to carry out its own needs and requirements headquartered in New Delhi.
8.18 For the over all financial management of the ICAR, one position of Joint
Secretary (Finance) has been proposed, the detailed justification in respect of
which are given in Section X.
8.19 Apart from the above, one position of Director (Audit) is proposed in
addition to the existing position of Director (Finance) on the basis of the
necessity of strengthening the internal audit mechanism of the ICAR as
brought out by the then Finance Secretary (Department of Expenditure) vide
his DO letter number 3(11)/06(L&C) dated 4
th
September 2006 to the Director
General, ICAR. (Annexure - V). The Director (Audit) will be assisted by a
team of one Deputy Director (Audit) and five Finance & Accounts Officers
and five Assistant Finance & Accounts Officers, each of whom shall be
handling the different institutions of ICAR located in the Northern, southern,
Eastern and Western regions of the country and the headquarters.
8.20 The ICAR headquarter will be headed by Director (Finance) who will be
assisted by two Deputy Directors (Finance), three Senior Finance & Accounts
Officers (one for Education Division), five Finance & Accounts Officers and
nine Assistant Finance & Accounts Officers. These officials will carry out all
the functions of ICAR budgeting, release, audit, internal finance, compilation
of accounts, liaison with C & AG, Ministry of Finance, attending to
Parliament questions and other financial activities of ICAR. As has already
been brought out in the norms, it is also proposed that all the finance sections
of ICAR Headquarters may be headed by Assistant Finance & Accounts
Officers or the Section Officers who have passed the ICAR Audit and
Accounts Examination as far as possible.
8.21 The total financial implication in this respect works out to Rs. 1.75 lakhs per
mensum at the present pay scales. These implications are approximate and
will significantly reduce with the implementation of the VIth CPC.
OTHER CATEGORIES
Stenographers
9.1 As per norms explained under Section VI of this recommendations, the
existing and proposed level of stenographers post both for ICAR Hqrs., and
for all the Institutes of ICAR has been given in the Annexure VI. A summary
of all these posts has also been given as under
36



For promotion to the 3 posts of Sr. PPS at ICAR Hqrs., the PPS both posted at
ICAR Hqrs and in ICAR Institutes shall be eligible. Recruitment rules for the posts of
Sr.PPS may be prepared accordingly.
Official Language
9.2 As per norms explained under Section VI of this recommendations, the
existing and the proposed level of posts in Official Language category, both
for ICAR Hqrs and for various Instts of ICAR has been summarized as
under:-
S.No. Name of the Post For ICAR Hqrs. For Institutes Addl.(+)/Sav
in
g
s (-)

Existing Proposed Existing Proposed
1.
Sr. Principal Pvt.
Secretary
(Rs. 12000-16500)

3

+3
2.
Principal Pvt.
Secretary
(Rs. 10000-15200)
1 12

05 +16
3.
Pvt. Secretary (Rs.
6500-10500)
29 30 84 158 +75
4.
Personal Assistant
(Rs. 5500-9000)
54 70 425 466 +57
5.
Steno. Gr. 'D' (Rs.
4000-6000)
47 Nil 184 Nil -231

Total 131 115 693 629 -80
SECTION - IX
37


Summary of the Positions with Pay Scales

Legal Posts
9.3 As per detailed position explained under Section VI, the Committee
recommends that since there has been large gap between the post of Legal
Advisor (Rs 12000-16500) and Law Officer (Rs 8000-13500), the existing post
of Law Officer should be upgraded to Rs 10000-15200. This will also pave
channel for the career progression of existing ALA/JLO. The Committee
further recommends that there should not be any additionality of Legal posts
and all the jobs relating to the legal matters may be got done by outsourcing.
The post of JLO (Rs. 5500-9000) may be abolished as and when it is vacated
by existing incumbents. Summary of recommendations is as under :-

Existing Proposed
Addl.(+)/
Savings (-)
Director (OL)
(Rs. 14300 - 18300
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 8* +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
S.No. Name of the Post Sanctioned Proposed Addl.(+)/Savings
(-)
1. Legal Advisor (Rs.12000-16500) 1 1 0
2. Law Officer (Rs. 10000-15200) - 1 +1
3. Law Officer (Rs. 8000-13500) 1 - -1
4. Asst. Law Advisor (Rs. 6500-10500) 2 2 0
5. Jr. Law Officer (Rs. 5500-9000) 1 - -1

TOTAL 5 4 -1
SECTION X
38


Other Isolated Posts
9.4 The posts like Gestetner Operator, Sr. Gestetner Operator, Record Keeper
Library Attendant, Despatch Riders in the Gr. 'C' pay scales of Rs. 2750 -
4400/Rs. 3050-4590/ Rs. 3200 -4000 as detailed under para 6.38 etc., may be
phased out and the existing incumbents of these posts may be suitably adjusted
in the main administrative cadre of LDC, UDC etc., subject to individual's
qualification, experience etc.
Security Personnel
9.5 Under the present scenario, the security jobs in entire Govt. system is being got
done by outsourcing. In ICAR also, as already explained under Section - VI, the
Committee recommends that this job can be got done purely by outsourcing
and there should not be any further recruitment in this grade. For the present
incumbents of the various posts as detailed under para 6.40, it is proposed that
they may be adjusted against existing vacancies available in the various
administrative posts at the Institute suitably subject to their
qualifications/experience etc. While doing so, seniority of existing incumbents
in the posts has also to be safeguarded.
Senior Sales Assistant
9.6 As already observed by the Committee under Section VI of this report, the
existing 2 Sr. Sales Assistants may be brought into the mainstream post of
Assistant and be made eligible for appearing in the LDCE for the post of Section
Officer. There should not be any difficulty in it as the VI CPC has already
recommended the same pay scale of Rs.6500-10500 for both Assistants and Sr.
Sales Asstts w.e.f. 1.1.2006. There shall not be any further recruitment in the
post of Sr. Sales Asstts. The posts as and when vacated by existing incumbents
shall be abolished.
AVENUES FOR IN-HOUSE CANDIDATES FOR
HIGHER LEVEL POSTS
10.1 In the course of various discussions held / interaction with officers and staff
working in similar organizations like CSIR, CSS etc. a point which was
focused for our attention related to the promotional avenues for employees
who have been recruited directly for Administration / Finance. It was felt
39


that graduates and above who get into the ICAR system through competitive
examinations, have very restricted career growth. While candidates with
similar qualification who join CSS, CSIR etc. have opportunities to reach up
to posts at the Joint Secretary levels at the top end of the cadre, in the ICAR
system, it is only up to Director level posts in both Administration and
Finance Cadre that the entrant can hope to reach. It is seen that in CSS, the
avenue is open even up to Additional Secretary level with certain earmarked
quota/ number of posts for CSS officers at J.S. and A.S. level. Brahma
Committee has also recognized this. This Committee feels that this situation
needs to be rectified and deserving personnel of ICAR who fulfill all the laid
down criteria- qualification, experience etc. - as their counterparts in CSIR,
Central Secretariat etc. should also have access to a post of JS ( Admn.) and
JS( Fin), filled by in-house Admn. & Finance Cadre officers.
10.2 There should be reasonable prospect of an outstanding officer from within
the ICAR cadres in Administration and Finance Wing to climb up to the
ladder of Joint Secretary. The normal eligibility criteria for Joint Secretary in
organized central services now a days is only about 20-22 years.
10.3 At ICAR presently, both under Administration and Finance side, the higher
level of supervision and assistance to DG is at the level of Additional
Secretary drawn from Central Staffing Pool. These in turn draw upon the
assistance and guidance of Directors in the ICAR system working in the
respective Divisions. There is thus a sufficient and significant gap between
the Director from within the system and the Additional Secretary from the
Central Staffing Pool. Hence there is a functional need for bridging this gap
with a post of Joint Secretary - one each in Administration and Finance
Cadres. It is relevant to note that creation of such posts besides acting as a
channel for the fulfillment of career aspirations of ICAR employees would
also give scope for stability in administrative and finance functions in matters
of policy and
monitoring. In the present system Additional Secretary in Administration
and Additional Secretary in Finance have to take considerable pains to cull
out and understand the policies if any from the staff at lower levels namely at
Director level. This becomes strenuous and difficult also due to the fact that
persistent stagnation and non availability of adequate number of posts in
both these cadres, staff at the fag end of their service with barely 2-3 years of
service to retirement get to occupy the existing top position of Directors.
There is no incentive for such persons to strengthen the Administration and
Finance Divisions in matters relating to policies and procedures. Ensuring
SECTION X
40


provision of a Joint Secretary post for ICAR employees would take care of
this essential need and give scope for adoption of uniform, rational, and non-
discriminatory policies and procedure.
10.4 Since these posts at the level of Joint Secretary are mainly suggested to fulfill
the career aspirations 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. The qualifications, eligibility
criteria etc. should however be fully in conformity with whatever is
prescribed for the Secretariat staff in the CSS system. Suggested recruitment
rules and qualification criteria are indicated in Annexure VII.
HUMAN RESOURCE DEVELOPMENT/RECRUITMENT,
TRAINING AND MODERNIZATION FOR IMPROVING
PRODUCTIVITY, RATIONALIZATION OF WORK AND
WORK CULTURE
Human Resource Development
11.1 Human Resource Development encompasses the whole gamut of
recruitment, orientation training, motivation and value enhancement of staff
on a continuous basis. A lot of emphasis has been given on essential inputs to
value addition in any activity. In the context of globalization, liberalization
41


and competition, there has been a growing recognition even in the
governmental circles to the need for proper HRD policies.
11.2 The external environment or the business environment of an organization
necessarily influences the strategic planning of that organization. The
structure of the organization is evolved based on the strategy formulated.
The design of organizational structure in turn affects the procedures and
processes. The employees' behavior is regulated by the organizational
procedures and processes apart from the shared values; and is a major
determinant of organizational performance. The organizations are always
looking for an alignment with the external environment through internal
alignment of processes relating to technology development, finance,
operational processes, maintenance, information technology and material
management including human resource management.
11.3 It is however being observed that even in reputed organizations the thrust to
human resource development and its alignment with the organizational
strategy is weaker as compared to other internal processes. This is partly due
to the reason that return on investment on human resources is not
quantifiably measurable. Weak human resource (HR) planning and
development; lack of training and skill development these are responsible for
problems like low productivity, low capacity utilization, higher operational
costs, redundancy and other related problems. These problems can be
overcome by:-
(i) 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.
(iii) Additional manpower may be redeployed to more value adding
activities after due training and multi-skilling.
(iv) Job redesigning after measuring the actual manpower utilization as a
last resort.
11.4 One of the major factors, which is likely to play a significant role in the ability
to survive in the competition and on ever changing business scenario, is the
effective management of human resources. The fact that human resource is
one of the most critical factors in competitiveness and provides a competitive
42


advantage to the organization should form part of the value - system at the
organizational level.
Reward and Performance Management System
11.5 Victor Vroom (1964) developed one of the most comprehensive theories of
motivation. According to Vroom, the strength of a tendency to act in a certain
way will depend on the strength of an expectation that the act will be
followed by a given outcome, and an attractiveness of that outcome to the
individual. This theory highlights the crucial linkages of performance on the
job with reward on the one hand, and effort on the other. The major force
which is behind the performance of an individual is his belief that performing
at a given level will bring him the desired outcome he is looking for; and his
perception that exerting a given amount of effort will result in performance
which is sufficient to achieve the outcome. The above theory clearly suggests
the need to measure performance and monitor the effort, which should be
necessary to bring out the expected level of performance and that reward
should be related to the effort exerted by the employee. This, in other words,
means that if the employee perceives that he can get the outcome (reward) he
is in search of, without exerting the required amount of effort he would
certainly choose that option, which would necessarily lower his level of
performance. Equally important is the fact that employees at all levels also
want to experience a sense of equity in their work context. As Robert Veechio
(1984) put it, employees perceive what they get from a job situation (outcome)
in relation to what they have put into it (input) and then compare their input-
income ratio with the input-outcome ratio of relevant others, these relevant
others are either colleagues inside the organization or comparable others
outside the organization.
Recruitment:
11.6 As also recommended by VI CPC, all the vacancies arising in the scale of Rs.
4000-6000 and Rs. 5500-9000 in the grade of Assistants and Stenographers
cadre henceforth need to be filled up by recruitment of Executive Assistants
with minimum qualification of graduation with one year diploma. There
should not be any recruitment in the grade of Gr. 'D' post and LDCs. S.O.'s
post can be filled up by promotion and LDCE. Posts of A.Os and F&AOs may
continue to be filled up on direct recruitment. ICAR Audit and Accounts
Examination should be held on regular basis for the strengthening of finance
cadre posts like AF&AOs.
Orientation:
43


11.7 Whenever a person joins ICAR service, he/she will be directed to attend a 3
days orientation programme to be conducted by NAARM, Hyderabad which
is a well reputed training academy under ICAR. The initial training is given
so that the candidates are well acquainted with the rules/ regulations/
policies and priorities and role of ICAR. They will also come to know the
structure and research set up of the ICAR as a whole.
Training:
11.8.1 In this fast changing world of knowledge economy and information society,
the role and need for continuous training/learning cannot be exaggerated.
Organization competence has become the most important parameter for
survival and success in the highly competitive and globalized environment.
Organizational capability to change and adapt is a function of a learning
organization, which depends on the learning and unlearning process of its
members.
11.8.2 Training refers to the acquisition of knowledge, skills and competencies as a
result of the teaching of vocational or practical skills and knowledge that
relates to specific useful skills. It is recognized today that there is need to
continue training beyond initial qualifications to maintain, upgrade and
update skills throughout working life.
11.8.3 A person must be aware of the need to develop and be motivated to develop;
which requires a fairly accurate self assessment of a persons strengths and
development needs. Enhancement of a competency requires Awareness,
Attention and Application. Forward thinking organizations strive to enhance
the value of every employee. With the development of individual employees,
the organization realizes a geometric growth in productivity and quality.
11.8.4 The machine model approach to jobs with the employee as a cog in the
wheel and extreme division of work has to be replaced by a learning
organization approach where employees are continually enhancing their
capabilities and skills in high performance work cultures. Incentivising and
rewarding innovation, creativity and responsive administration with
inclusive outcomes on the part of employees have to be at the core of the new
growth in productivity of services.
11.8.5 There has been a growing realization that aligning HR Management with the
Corporate Strategies is the major challenge before the organization, which
can be tackled by the appropriate training and change in mindsets.
11.8.6 Job performance of an employee is linked to his/her (a) ability; (b)
willingness (Motivation); (c) organizational support in the form of
opportunities to perform. The role of HR professionals is critical as they help
in getting right people with right skills; developing the personnel; identifying
and differentiating the performance (appraisal system); encouraging
knowledge building and management; and counseling for leveraging human
potential.
44


11.8.7 Strengthening training faculty by attracting the best talent available, with
provision of very good infrastructure and resources is important given the
growing importance of this sector with provision of not only induction level
training but life-long learning through mid-career in-service training at
various points during the career progression.
Value Enhancement on continuing basis:
11.9 Regular, periodical in-service and off-campus training programme to cover
different categories of staff.
a. Extensive facilities and opportunities of training in all possible areas
of establishment and finance like reservations, strategy compliances,
on-line training, pay and allowances, staff loans leave applications,
service books, medical reimbursement bills, GPF and pension matters,
archiving of important records, stores management.
b. Senior Officers: Joint Secretary (Admn.)/Joint Secretary (Fin.)/
Registrar/Comptroller/Directors/ Deputy Secretaries/ Chief
Administrative Officers/ Chief Finance & Accounts Officers/ Deputy
Directors/ Under Secretaries/ Senior Administrative Officers/ Senior
Finance & Accounts Officers.
c. Middle Level Officers: Administrative Officers/ Finance & Accounts
Officers/ Assistant Administrative Officers/ Assistant
Finance & Accounts Officers/ Section Officers/ Private
Secretaries/Accounts Officers/ Assistants/Personal Assistants.
d. Junior Level Officials: Stenographers/ UDCs/ LDCs.
Senior Officers are being deputed for attending training programmes being
organized by:
(a) Administrative Staff College of India, Hyderabad
(b) Indian Institute of Management, Indore/ Ahmedabad/ Lucknow/
Calcutta/ Calicut/ Bangalore
(c) Management Development Institute, Gurgaon
(d) National Productivity Council, New Delhi
(e) ISTM, New Delhi (for some courses designed for Senior Officers)
(f) National Institute for Financial Management, Faridabad
(g) Institute of Government Accounts & Finance (INGAF), New Delhi
(h) National Academy of Agricultural Research Management (NAARM),
Hyderabad
NAARM:
In ICAR which is a Scientific organization Human Resource Development is
accorded a high priority. Scientists are being sent for foundation-cum-
orientation training programme for a period of four months at NAARM,
45


Hyderabad. For the off campus programme of NAARM, we may develop
specific programmes for officers at all levels for multiskills & orientations
change the work ethos and improve delivery orientation.
Middle Level Officers:
Middle Level Officers are being deputed for attending rule based training
programmes being organized by ISTM, New Delhi and some training
programmes designed for Middle Level Officers being conducted by other
training institutions viz. NIFM, NPC, NIC etc. Most of the programmes are
meant for one week.
Junior Level Officials:
Junior Level Officials are being deputed for skill based training programmes
specifically designed for these officials by ISTM viz. Computer training
programmes/Type writing/Shorthand training programmes for
Stenographers. They may also be deputed for specific trainings. For them
specific training may also be organized at NAARM, Hyderabad; ASCI,
Hyderabad; NPC, New Delhi
Policy for deployment on training
11.10 The officers/staff are being deputed for training programmes, keeping in
view their job assignments. Before nomination of officer/staff, due care is to
be taken to ensure that the contents of the training programmes are relevant
to the present assignment of the nominated officer. The objectives behind
nomination of officer are to enhance their professional knowledge,
understanding and skill as also to widening professional outlook.
Future Plan:
11.11.1 As training is a continuous process, Council has planned that every year 500
officers and staff of ICAR Headquarters and its Institutes may be sent for
attending various training programmes and as far as possible each employee
is being given 50 hours of training in a year. Further it has been planned that
in order to develop a core faculty of ICAR for imparting inhouse trainings to
the staff, around 20 officers from ICAR Hqrs./ Instts. may be selected who
are capable to impart trainings to staff members and they may first be sent for
undergoing trainers development programmes. It has also been decided to
explore the possibility of finding out other reputed training organizations,
apart from the existing ones, so that Council can have a wider choice.
Moreover, appointment of quality faculty may be made on contract for
project, R&D and capacity building to enable them to fill vacant positions
meant for trainers for one year or the life of the project, whichever is earlier,
extendable up to three years by a committee chaired by the Head of the
Department. The remuneration with appropriate incentives may be linked to
46


market conditions and last package drawn linked to the candidate expertise,
qualification, publications etc., in order to attract highly qualified experts and
practitioners with a flexible pay package.
11.11.2 The Committee have recommended multiskilling of the employees, which
would increase their operational efficiency while simultaneously optimizing
the staff strength.
Payment of fee and honorarium:
11.12 The remuneration, fees and honorarium structure payable to experts/
eminent persons coming as Guest Faculty may be made flexible with the
upper limit being raised to Rs.4,000/- per session with full delegation of
powers to the Head of Departments within the budget ceilings. The pattern
followed by the DOP&T and LBSNAA may be made applicable to all other
central training establishment for group 'A' Officers. Instructions under FR 46
B, which provide for a ceiling of Rs.5,000/- for honorarium to
Government employees, may be amended for in-service training resource
persons to provide for a ceiling of up to 30 days or 60 sessions in a year,
whichever is lower, for this category.
Foreign Training:
11.13 As Indian economy is integrating with Global economy, it is necessary for our
officers to have a Global Mindset and they have to keep pace with the latest
development happening at the level of Macro economy. As Human Resource
Management and Corporate Leadership is a multi task and juggling of
various activities, the foreign exposure of our officers leads to the growth of
our organization in terms of quality. For this purpose, it would be in the
interest of Council to send its officers for the training programmes to be
conducted by Management Development Institute (MDI), Gurgaon,
Administrative Staff College of India (ASCI), Hyderabad and Indian Institute
of Management (IIM), Ahmedabad/ Indore/ Bangalore etc. which involves
study tour abroad/ Overseas Learning Programme. Efforts are also being
made to rope in the services of few reputed International Universities like
Harvard Business School, Oxford University, George Mason University and
Syracuse University, USA for bestowing on our officers a mindset which is
receptive and to keep pace with global economy.
It has also been in vogue that Council nominate Administrative Officers at the
level of Under Secretaries and above working at ICAR Hqrs. and its Institutes
to various Diploma Programmes/ training programmes in the field of "Public
Policy and Management" for enhancing creativity for better administration so
that our Administrative Officers are equipped with knowledge for better
delivery of services. It also leads to enrichment of knowledge and
enhancement of quality of the officers. It also widens the horizons of the
47


trained officers. Such type of programmes are being sponsored by MDI,
Gurgaon, ASCI, Hyderabad, IIM, Ahmedabad/ Bangalore & IIPM, New
Delhi.
Apart from this, DOP&T is also sponsoring the training of the Administrative
Officers of the various Departments of Govt. of India in various reputed
International Organization spread across the world. A brief account is given
at Appendix 1/2/3. The Council should encourage sending of its various
eligible and competent officers for further training in that reputed
organizations.
Information on International Training
Appendix - 1
48



S.No. Specific area of training
List of host institution(s)
Approximate
duration
Level of
participant
1. Certificate programme in
Public Administration
University of
Syracuse, USA
128 days Dir/ DS/ CAO
2. Leadership in Public
Services
AIT, Thailand 12 days Dir/ DS/ CAO
3.
Modernizing Human
Resource Management
RIPA, London 12 days Dir/ DS/ CAO
4. Executive Development
Seminar: Leading Change
WMDC/ EMDC,
USA
12 days Dir/ DS/ CAO
5. Project and Programme
Management
RIPA, London 12 days Dir/ DS/ CAO
6. Management Development
Seminar
EMDC, USA 12 days Dir/ DS/ CAO
7. Change Management RIPA, London 19 days Dir/ DS/ CAO
8. Governance,
Democratization and Public
Policy
ISS, Hague 72 days Dir/ DS/ CAO
9. Strategic Human Resource
Management
Australian National
University
12 days Dir/ DS/ CAO
10. Public Financial
management
JFK School, Harvard 19 days Dir/ DS/ CAO
11. Leadership Management
and Governance in the
public sector
Australian national
University
19 days Dir/ DS/ CAO
12. Public Sector Reform:
Modernizing Government
RIPA, London 12 days Dir/ DS/ CAO
13. Modernizing the H.R.
Function
RIPA, London, UK 12 days Dir/ DS/ CAO
14. E-Governance for Decision
Makers
AIT, Thailand 12 days Dir/ DS/ CAO
15. Public Finance
Management
GTC, Surrey, UK 12 days Dir/ DS/ CAO
16. Managing the training
development functions
CTC, Surrey, UK 12 days Dir/ DS/ CAO
17. Effective Human Resource
Dev. & Strategic Planning
GTC, Surrey, UK 12 days Dir/ DS/ CAO
49



18. Leadership and Change
Management
GTC, Surrey, UK 12 days Dir/ DS/ CAO
19. Public/ Private Partnership
and Public Procurement
GTC, Surrey, UK 12 days Dir/ DS/ CAO
20. Public Administration
Seminar
Galillee College,
Israel
12 days Dir/ DS/ CAO
RIPA : Royal Institute of Public Administration, London AIT: Asian Institute of Technology,
Thailand ISS: Institute of Social Studies, Hague, The Netherlands JFK: John F. Kennedy
School, Harvard ANU: Australian National University, Australia
Information on International Training
Appendix-2
50



RIPA : Royal Institute of Public Administration,
London AIT: Asian Institute of Technology, Thailand
S.No.
Specific area of training
List of host
institution(s)
Approximate
duration
Level of
participant
1 Training Delivery Skills RIPA, London 12 days US/ SAO
2
Planning and Administering
Good Governance
AIT, Thailand 12 days US/ SAO
3 Training of Trainers AIT, Thailand 19 days US/ SAO
4
ICT Applications in
Management
AIT, Thailand 12 days US/ SAO
5
Effective Mgmt. Skills &
Technique
AIT, Thailand 12 days US/ SAO
6
Effective Training
Implementation &
Management
AIT, Thailand 19 days US/ SAO
7
Management of Training
Centres
AIT, Thailand 19 days US/ SAO
8
Outsourcing, Partnerships
and Privatisation: A practical
approach
RIPA, London 12 days US/ SAO
9
Managing and Leading
Strategic Change
RIPA, London 12 days US/ SAO
10 Corruption and anti-
corruption
Australian National
University
12 days US/ SAO
11
Skills for Effective Training
Delivery
GTC, Surrey, UK 12 days US/ SAO
12
Obtaining & Managing
Resources
RIPA, London, UK 12 days US/ SAO
13
Managing & Leading
Strategic Change
GTC, Surrey, UK 12 days US/ SAO
Appendix - 3
Information on International Training
51



AIT: Asian Institute of Technology, Thailand
CONCEPT OF CORPORATE POOL OF POSTS/
IMPLEMENTATION PLAN/ FINANCIAL IMPLICATION
(A) Concept of Corporate Pool of Posts
12.1 ICAR has got 103 National Institutes/NRCs/PDs/ZRCs including 4 Deemed
Universities and ICAR Headquarters spread all over India. A large number
of these institutes have also got their Regional Stations/Centres/Project
Units etc., again located in different parts of the country. Mandates of various
Instts./NRCs/PDs have also been reviewed from time to time, resulting in
amalgamation/bifurcation of number of its units. By these efforts where
ICAR has successfully steered its research programmes it has been facing
serious problems in addressing the manpower issues relating to
administrative category posts especially at its smaller units. There has not
been any serious problem in managing scientific category of manpower
whose cadres are centrally controlled and are covered by the time bound
S.No.
Specific area of training
List of host
institution(s)
Approximate
duration
Level of
participant
1
Project Monitoring and
Evaluation
AIT, Thailand 26 days SO/
AO/AAO/
PS
2
Human Resource
Management
AIT, Thailand 12 days SO/
AO/AAO/
PS
3
Management and
Implementation of
Development Projects
AIT, Thailand 19 days SO/
AO/AAO/
PS
4
Organisational Finance and
Budgeting
Australian National
University
12 days SO/
AO/AAO/
PS
5
Leadership and Management
of Organisational Change
AIT, Thailand 12 days SO/
AO/AAO/
PS
6
Public Admn. & Civil Service
Mgmt.
Galillee College,
Israel
12 days SO/
AO/AAO/
PS
52


promotional avenues under UGC schemes. Technical category employees are
also covered under the flexible complementing scheme and there has been
large variation and dissimilarities in their duties and functions depending on
the mandates of Instts./NRCs/PDs etc. For administrative categories of
employees, there are number of issues which have been posing serious
problems for the controllers of administration at ICAR Hqrs. Few of these
can be listed as under:-
(i) Shortage of manpower in administrative category at smaller units
(ii) Lack of reasonable promotional avenues due to unavailability of
posts.
(iii) Lack of scope for inter-institutional transfers for addressing individual
grievances as well as administrative requirement
(iv) Difficulties in optimum utilization of manpower.
12.2 It has been observed in ICAR that in a number of Instt./NRCs there has been
heavy stagnation in administrative category of posts as they have fewer
number of posts available for promotion. On the other hand, at some
Instts./NRCs/PDs, promotions are very fast. Sometimes, even no eligible
candidates are available in the feeder cadre. Some of the smaller
Instts.,/NRCs/PDs are suffering from acute shortage of staff, whereas a few
have more than adequate number of staff. Of late, efforts have been
made to rationalize the requirement of staff through ADRP, but there has been
general tendency amongst the Institutes not to allow transfer of their posts to
other institutes even if the same have not been filled up for long periods of time.
Otherwise also, due to loss in seniority and dislocation of place, sometimes to a
distant place, individual employees are not ready to move from their institutes.
There are also occasions when ICAR due to some administrative requirements,
need to move an individual officer to another institute which have sanctioned
strength for lower or higher level of post but cannot do it as the matching
sanctioned post is not available at that institute.
12.3 During the interaction with DDGs, it was forcefully argued by some of the
DDGs including DDG (Hort.) that ICAR and Agricultural Research is a live and
vibrant function and not a stagnant unit or function. Certain sectors get sudden
fillip and enhanced importance and attention in the context of globalization, free
trade competition, liberalization etc. etc. This would necessitate change of
priority and fluctuating fund flow to different sectors and Institutes. For
instance, Horticulture has suddenly emerged as a predominant focus area in the
last few years. Hence, whatever norms and guidelines are now being evolved
53


and model staffing patterns are arrived at to-day, may require review and
revision after 2-3 years. Similarly, some sectors may contract or lose their
attention due to diversion of resources from that sector to some other focus
sector. In such an eventuality staff adjustment and posts adjustment may be one
of the administrative facility in the overall administrative interest and efficiency.
12.4 To address these and similar other administrative difficulties in managing
manpower, this Committee would suggest ICAR to seriously consider creation
of a Corporate Pool of manpower at its Headquarter, on the pattern of DRDO.
Efforts were made by the Committee to obtain the DRDO's guidelines on
Corporate Pool of Manpower. This was not possible due to the limited time
available to the Committee. However, lot of information has been gathered after
a detailed discussion with person concerned in DRDO. It is understood that
Ministry of Railways is also managing such a Corporate Pool for meeting urgent
requirements of railway units in different parts of the country.
12.5 On the pattern of DRDO, all the Instts./NRCs/PDs of ICAR can be divided into
various zones depending upon the cluster of units in a particular zone. Total
number of administrative and allied categories of posts may be fixed for each
institute (as already existing) and also for each zone. Recruitment and
promotion of institute level posts may be made on zonal basis involving
administrative authorities from all the Institutes under that zone. Director of the
institute functioning as Zonal Hqrs. shall be the chairman of DPC/Rectt. Zone.
This can be even rotated amongst a few competent institutes. This will facilitate
promotion of an employee of a particular institute; even if vacancy is at other
institute of the same zone. The moment individual employee is promoted
against the vacant post at other Institute in the zone, the post vacated by him
will be transferred to his original institute of posting. In case of any major
distortion of posts, the individual may also be shifted (on promotion) from one
institute to another within the zone. ICAR Hqrs., will monitor the accounts of
the posts at central level and it can transfer posts from one zone to another or
even from Corporate Pool at Hqrs. to any zone depending on requirement in
order to manage administration or to facilitate promotion in a particular zone.
12.6 ICAR Hqrs. will keep records/details of all the sanctioned posts in
administrative and allied categories both institute-wise and zone-wise. Since,
DG, ICAR is presently competent to move various posts from one institute to
another, hence any change in allotment of sanctioned posts for different
institutes or zones can be done with the approval of DG, ICAR. Hence, where
the total sanctioned strength for ICAR as a whole will remain unchanged, the
sanctioned strength of a particular institute or zone can change on a year to year
basis depending on requirements and availability. This will help the Council to
remove constraints that a particular institute cannot be provided with a
particular level of post only because that post has not been sanctioned for it. For
54


example, if CTCRI, Trivandrum has a sanctioned post of A.A.O. but due to
subsequent increase in Institute activities a higher level of administrative
functionary like A.O is required there and the same is available at other
Institute, in that case the post of A.A.O. can be taken out from CTCRI and A.O's
post can be made available to it for the required period. A.A.O.'s post can be
given to other institute, as per requirement.
12.7 To make the above system operative in ICAR, it is proposed that all the
Instts./NRCs/PDs/ZRCs of ICAR may be grouped into the following five
zones:-
North Zone with Zonal Hqrs. at IARI
South Zone with Zonal Hqrs., at IIHR, Bangalore
Central Zone with Zonal Hqrs., at CIAE, Bhopal or NAARM, Hyderabad
Eastern Zone with Zonal Hqrs., at CRIJAF, Barrackpore Western Zone with
Zonal Hqrs., at CIFE, Mumbai
ICAR Hqrs. at New Delhi will continue to function as the Secretariat of ICAR.
12.8 The proposal does not involve any financial implications. However, since this
will involve changes (even temporary one) in the manpower strength sanctioned
originally for various institutes through EFC memo, such changes may, require
concurrence of the Internal Finance or even from the Ministry of Finance (Deptt.
of Expenditure) for the adoption of this concept. However, since DG, ICAR has
been recently empowered to approve transfer of various posts from one Institute
of ICAR to another one, there should not be any technical difficulty in obtaining
the necessary approvals for this approach.
(B) Implementation Plan
12.9 As has been mentioned else where, the Committee has approached this task not
as a Cadre Review exercise but mainly as a Cadre Restructuring exercise. This is
particularly significant in the context of observations of VIth CPC Report. There
has been a significant difference in the approach of this committee from the
normal Cadre Review mechanisms undertaken in other departments. This
committee has adopted an innovative approach and has tried to assess
functional needs.
12.10 The recommendations of this committee are now given at a time when
Government of India is already seized of this matter in the form of VI CPC
Report. Since both Reports deal with employees' scale of pay, promotion
channels, policy, improvement of efficiency and productivity of the organization
by multiskilling, value addition through enhancement of skills, etc. it is only
appropriate that recommendations of both the Reports are implemented
simultaneously.
55


12.11 The person who gets promoted to new post should be imparted training for one
or two weeks. He should not be given any assignment of the new job without
such training.
12.12 Moreover, the appropriate competent levels of the Council have also to take
certain policy initiatives which have been recommended by this Committee,
such as phasing out LDCs, UDCs, JAOs, doing away with the distinction
between Headquarters staff, field staff, bringing in certain mobility between
Institute and Headquarters, etc. But since all of these are already prevalent in
Govt. of India and other Departments and bring only parity between ICAR and
the Governmental pattern which even otherwise is justified on mutatis-
mutandis, the Committee does not anticipate any major hurdle or difficulty.
12.13 This Report will provide an enabling framework for desired changes towards
innovative, effective and responsive delivery mechanisms to stakeholders in the
ICAR in sustainable manner.
12.14 The participative approach which the Committee has adopted with the
representatives of staff/Union, Directors of the Institutes and Dy. Director
Generals etc. and other interested stakeholders gives confidence that there will
be a general and positive gesture from all concerned in accepting the
recommendations and keenness shown in implementing these
recommendations at the earliest.
( C ) Financial Implications
Administrative Cadre
12.15 In short, the various cadre restructuring recommendations given in Sections VII
& VIII result in a position as under :
56



12.16 There is thus a net manpower reduction of 114. At the gross level, this would
result in an additional financial implication of Rs. 35.45 lakhs per
Category- Existing
Manpower
Proposed
Manpower
Difference
Joint Secretary 0 1 +1
Director 1 4 +3
Registrar 0 5 +5
Dy. Secretary 8 12 +4
Under Secretary 12 30 +18
Section Officer 89 94 +5
CAO 8 16 +8
SAO 35 46 +11
AO 55 95 +40
AAO 312 431 +119
Asstt. 1252 2391 +1138
UDC 1380 509 -871
LDC 863 198 -665
Total 3946 3832 -114
month. But this financial implication stands further reduced in view of the
following facts
57


1. Approximately 17 Assistants have been granted financial upgradation
to the next higher scale of Rs. 6500-10500 under ACP Scheme. This
has resulted in savings of Rs. 1.45 lakh.
2. Approximately 177 UDCs have been granted financial upgradation to
the next higher scale of Rs. 5500-9000 under ACP Scheme. This has
resulted in savings of Rs. 12.83 lakhs.
3. Approximately 62 UDCs have been granted Ilnd financial
upgradation to the next higher scale of Rs.5500-9000 under the ACP
Scheme. This has resulted in savings of Rs. 4.50 lakhs.
4. Approximately 161 LDCs have been granted financial upgradation to
the next higher scale of Rs.4000-6000 under the ACP Scheme. This has
resulted in savings of Rs. 8.05 lakhs.
5. Approximately 30 AAOs have been granted financial upgradation to
the scale of Rs. 8000-13500 under the ACP scheme. This has resulted
in savings of Rs. 3.22 lakhs.
Thus, there is a net additional financial implication of Rs. 5.40 lakhs per month
in this category after adjusting the total savings of Rs. 30.05 lakhs.
Finance Cadre
12.17 The summary of the proposal for upgradation of various posts in the finance
cadre is as follows:-

12.18 There is thus a net manpower increase of 42. At the gross level, this would result
in an additional financial implication of Rs. 7.62 lakhs per
1. Approximately 10 AF&AOs have been granted financial upgradation
to the next higher scale Rs.8000-13500 under ACP Scheme. This has
resulted in savings of Rs. 1.08 lakh.
Thus, there is a net additional financial implication of Rs. 6.54 lakhs per
Category Existing
Manpower
Proposed
Manpower
Difference
Joint Secretary
(Finance)
0 1 +1
Director (Audit) 1 2 +1
Comptroller 0 5 +5
CFAO/DDF 5 16 +11
SF&AO 8 38 +30
F&AO 37 81 +44
AF&AO 109 98 -11
JAO 39 0 -39
Total 199 241 +42
month. But this financial implication stands further reduced in view of the
following facts
58


month in this category after adjusting the total savings of Rs. 1.08 lakh.
Stenographer Cadre
12.19 The summary of the proposal for restructuring of various posts in the
Stenographer Cadre is as follows :-

12.20 There is thus a net manpower reduction of 80. At the gross level, this would
result in an additional financial implication of Rs. 1.40 lakhs per month. But
this financial implication stands further reduced in view of the following facts
:-
(i) About 42 PS have been granted financial up gradation to the next
higher scale of Rs. 7500-12000 & 7 PS to the next scale of Rs.10000-
15000. This has resulted in savings of Rs. 4.78 lakhs.
(ii) About 129 PAs have been granted financial up gradation to the next
higher scale of Rs.6500-10500. This has resulted in savings of Rs. 10.96
lakhs.
S.No. Name of the Post For ICAR Hqrs. For Institutes Addl(+)
Savings(-)
Existing Proposed Existing Proposed
1.
Sr. Principal Pvt.
Secretary
(Rs. 12000-16500)

3

+3
2.
Principal Pvt.
Secretary (Rs. 10000-
15200)
1 12 - 05 +16
3.
Pvt. Secretary (Rs.
6500-10500)
29 30 84 158 +75
4.
Personal Assistant (Rs.
5500-9000)
54 70 425 466 +57
5.
Steno. Gr. 'D' (Rs.
4000-6000)
47 Nil 184 Nil -231

Total 131 115 693 629 -80
59


(iii) About 92 Stenos have been granted financial up gradation to the next
higher scale of Rs. 5500-9000. This has resulted in savings of Rs. 6.67
lakhs.
(iv) Thus, there is a net financial savings of Rs.21.01 lakhs per month in this
category after adjusting the additional requirement of Rs. 1.40 lakh.
Official Language Cadre
12.21 The up gradations under this category of posts as detailed under para 9.2
would involve an additional expenditure of Rs. 0.21 lakhs.
Legal Posts
12.22 Up gradation of one post of Law 0fficer(Rs8000-13500) to Rs 10000-15200 and
abolition of one post of JLO (Rs.5500-9000) under this category will bring a
saving of Rs. 0.06 lakhs.
Security Personnel
12.23 Abolition of all the 39 posts under this category as detailed under para 6.40
will bring a saving of Rs. 2.71 lakhs.
Isolated Posts
12.24 Abolition of all these 20 posts as detailed below will bring a saving of Rs. 0.72
lakh.

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 - 1
2.
Sr. Gestetner Operator (Rs. 3250 -
4000)

1 1
3.
Gesterner Operator (Rs. 3050 - 4590)
2 6 8
4.
Library Attendant (Rs. 2750 - 4400)
2 - 2
5.
Record Keeper (Rs. 2750 - 4400)
1 - 1
6.
Time Keeper (Rs. 3200 - 4000)
- 2 2
7.
Jr. Gestetner Operator (Rs. 2750 -
4400)
- 1 1

TOTAL 6 14 20
60



12.26 Conclusion:
It can be seen that there is a net saving of Rs. 12.35 lakhs per month after this
cadre restructuring. This is only approximate. The real saving would be much
higher financially once the 6th CPC recommendations are implemented. But
most of all there can be no measure of quantifying the goodwill and overall
satisfaction of administration and financial staff who have been waiting for so
long patiently for such a relief.
SECTION - XIII SUMMARY OF ANNEXURES
List of Annexure used in the recommendations of this Committee is as under:-
12.25 Summary of Financial Implications (Rs. in lakhs per month)
Sl.
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 5.40
2. Finance 7.62 1.08 6.54
3. Stenographers 1.40 22.41 (-) 21.01
4. Official language 0.21 -- 0.21
5. Legal -- 0.06 (-) 0.06
6. Security -- 2.71 (-) 2.71
7.
Other isolated
posts
-- 0.72 (-) 0.72

Total 44.68 57.03 (-) 12.35
61



13.1
ICAR D.O. letters No. 33 (10)/2007-Estt. I dated
26
th
September, 2007 and Office Order No. 33
(10)/2007-Estt. I dated 11
th
January, 2008
Annexure - I
13.2
List of Institutes that have Regional
Station/Centres and their details
Annexure - II
13.3
Details of Posts in Administration : Existing,
Proposed and Difference
Annexure - III
13.4
Details of Posts in Finance : Existing, Proposed and
Difference
Annexure - IV
13.5
Finance Secretary's (Deptt. of Expenditure) D.O.
letter No. 3 (11)/06 (L&C) dated 4
th
September,
2006 to Director General, ICAR
Annexure - V
13.6
Details of Stenographers Posts : Existing and
Sanctioned
Annexure - VI
13.7
Recruitment Rules and Qualification Criteria
proposed for various Posts
Annexure - VII
13.8 Minutes of the Meetings of the Committee Annexure - VIII
Annexure - I


Dear Shri Parthasarathy,
It is my privilege to inform you that you have been nominated as Chairman of the
Committee constituted to conduct the cadre review of the posts and cadres in the
Administrative cadre at ICAR. A copy of the office order issued in this connection is enclosed
herewith for your kind information.
On behalf of the Indian Council of Agricultural Research, I heartily welcome you. I am
sure your vast experience and profound insight into the functioning of ICAR will ensure the
successful completion of the task. I assure you of all cooperation in the matter and look
forward to hearing from you soon.
With regards,
Sh. A.K. Upadhyay
Addl. Secretary,
DARE & Secretary,
ICAR
GOVERNMENT OF INDIA MINISTRY OF
AGRICULTURE DEPARTMENT OF
AGRICULTURAL RESEARCH ND EDUCATION
KRISHI BHAVAN, NEW DELHI - 110 001


Shri N. Parthasarathy,
Former Financial Advisor, DARE /
ICAR
Flat No.605-606
VI Floor, Jasmine Building
Neelkanth Gardens
Bhakta Kavi Shivji Bhai Devshi Road
GOVANDI MUMBAI - 400 068.
D.O. No.33(10)/2007-Estt.I Dated the
26
th
September, 2007
Yours sincerely,
Sd/-
(A.K. UPADHYAY)
INDIAN COUNCIL OF AGRICULTURAL RESEARCH
KRISHI BHAVAN : NEW DELHI


No. 33-10/2007-Estt. I Dated : September 19, 2007
OFFICE ORDER
The Competent Authority in the Indian Council of Agricultural Research has been
pleased to constitute the undermentioned Cadre Review Committee for review of posts
and cadres in Group A, B & C on the Administrative cadre at the ICAR
Headquarters and Research Institutes/NRCs/Project Directorates/National Bureaux etc.
under the ICAR system :
1. Shri N. Parthasarathy, .......... Chairman
Former FA, DARE / ICAR
2. Shri M.K. Jain, Sr. AO, IARI ......... Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP ......... Member
4. Shri Madan Sarup, Under Secretary (Per.), ICAR........ Member
5. Shri Sanjay Gupta, .......... Member
Deputy Secretary (Admn.), ICAR Secretary
The terms of reference of the committee would be as follow :-
1. The committee will take up the review of the existing cadre strength in all 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 re-
fixing 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 the GOI.
2. While recommending the strength in various cadres, the Committee will also
assess the financial implications involved and recommend suitable matching


savings
3. The Committee may also recommend appropriate changes in the Recruitment
Rules for various posts in the light of its recommendations.
4. As far as possible the Committee will undertake the cadre review and
restructuring keeping in view the instructions laid down by the GOI/DOP&T
on cadre review. It may also look into all aspects and patterns prevailing in
department like AFHQ, CSIR and ICMR.
5. The Committee will submit its report/ recommendations within a period of
three months from the date of issue of this order.
6. The TA/DA of non-official members will be borne by the Council as per the
Govt. of India Rules.
Sd/-
(K.N.
Choudhary) Under Secretary (Admn.) Distribution :
1. Chairman and Members of the Cadre Review Committee (by name).
2. Sr. PPS to DG, ICAR / PPS to Secretary, ICAR / PS to FA (DARE/ICAR) /
PA to Director (Per.) / PA to Director (Fin.)
3. Secretary (Staff Side), CJSC / Secretary (Staff Side), HJSC.
4. Cash I / Audit I Sections, ICAR.
5. Dr. P.C. Sarkar, Sr. Scientist, Media Unit, ICAR for placing this order on
Councils Website.
INDIAN COUNCIL OF AGRICULTURAL RESEARCH
KRISHI BHAVAN : NEW DELHI


No. 33-10/2007-Estt. I Dated the 11
th
January, 2008
OFFICE ORDER
A Cadre Review Committee for review of posts and cadres in Group A, B and
C in the Administrative cadre was constituted vide orders of even number dated
19.9.2007. The Competent Authority in the Indian Council of Agricultural Research
has been pleased to extend the term of this Committee upto 31.3.2008.
Further, consequent upon the retirement of Shri Madan Sarup, Under Secretary
the Competent Authority has been pleased to nominate Shri Rajiv Mangotra, Under
Secretary as Member of the Committee in place of Shri Madan Sarup.
The terms of reference of the Committee as indicated in the orders of even
number dated 19.9.2007 remain unchanged.
The TA/DA of non-official members will be borne by the Council as per the
Govt. of India Rules.
Sd/-
(K.N.
Choudhary) Under Secretary (Admn.) Distribution :
1. Chairman and Members of the Cadre Review Committee (by name).
2. Shri Madan Sarup, Ex- Under Secretary, ICAR.
3. Sr. PPS to DG, ICAR / PPS to Secretary, ICAR / PS to FA (DARE/ICAR) / PA to
Director (Per.) / PA to Director (Fin.)
4. Secretary (Staff Side), CJSC / Secretary (Staff Side), HJSC.
5. Cash I / Audit I Sections, ICAR.
6. Dr. P.C. Sarkar, Sr. Scientist, Media Unit, ICAR for placing this order on
Councils website.
No. 33-10/2007-Estt. I Dated the 19
th
March, 2008
OFFICE ORDER
A Cadre Review Committee for review of posts and cadres in Group A, B and
INDIAN COUNCIL OF AGRICULTURAL RESEARCH
KRISHI BHAVAN : NEW DELHI


C in the Administrative cadre was constituted vide orders of even number dated
19.9.2007 and 11.1.2008. The Competent Authority in the Indian Council of
Agricultural Research has been pleased to extend the term of this Committee upto
31.5.2008.
The terms of reference of the Committee as indicated in the orders of even
number dated 19.9.2007 remain unchanged.
The TA/DA of non-official members will be borne by the Council as per the
Govt. of India Rules.
Sd/-
(K.N.
Choudhary) Under Secretary (Admn.) Distribution :
1. Shri N. Parthasarathy, Former FA, DARE / ICAR .................... Chairman of the
Committee, Flat No.605-606, VI Floor, Jasmine Building, Neelkanth Gardens,
Bhakta Kavi Shivji Bhai Devshi Road, GOVANDI, MUMBAI - 400 068.
2. Shri M.K. Jain, Sr. AO, IARI, New Delhi ............. Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ....... Member
4. Shri Rajiv Mangotra, Under Secretary (Vig.), ICAR ....... Member
5. Shri Sanjay Gupta, Deputy Secretary (Admn.), ICAR.... Member Secretary
6. Sr. PPS to DG, ICAR / PPS to Secretary, ICAR / PS to FA (DARE/ICAR) / PA
to Director (Per.) / PA to Director (Fin.), ICAR / PA to Director (Fin.), NAIP.
7. Secretary (Staff Side), CJSC / Secretary (Staff Side), HJSC.
8. Cash I / Audit I Sections, ICAR.
9. Dr. P.C. Sarkar, Sr. Scientist, Media Unit, ICAR for placing this order on
Councils website.
Annexure-II


List of Institutes that have Regional Station/Centres and their detail
S. No. Name of Institutes No of Regional Stations
1 CARI, Izatnagar 1
2 CAZRIJodhpur 4
3 CIAE, Bhopal 1
4 CIAH, Bikaner 1
5 CIBA, Chennai 2
6 CICFRI 8
7 CICR, Nagpur 2
8 CIFA, Bhubaneswar 4
9 CIFE, Mumbai 4
10 CIFT, Cochin 3
11 CIPHET, Ludhiana 1
12 CIRB, Hisar 1
13 CIRCOT, Mumbai 6
14 CITH, Srinagar 1
15 CMFRI, Cochin 10
16 CPCRI, Kasaragod 7
17 CPRI, Shim la 7
18 CRIJAF, Barrackpore 4
19 CRRI, Cuttack 2
20 CS&WRI, Avikanagar 3
21 CSSRI, Karnal 3
22 CSWCR&TI, Dehradun 8
23 CTCRI, Trivandrm 1
24 CTRI, Rajamundary 6
25 DWR, Karnal 2
26 IARI, New Delhi 12
27 ICAR Res, Patna 2
28 ICAR Res, Barapani 6
29 IGFRI, Jhansi 3
30 IIHR, Bangalore 3
31 IISR, Calicut 2
32 IISR, Lucknow 1
33 IVRIHSADL 5



NBFGR, Lucknow 1
NBPGR, New Delhi 10
NBSSLUP Nagpur 5
NDRI, Karnal 2
NRC Mithun, Nagaland 1
NRCC, Puttur 1
NRCCWF, Bhimtal 1
NRCE, Hissar 1
NRCO, Sikkim 1
NRCOP, Pedavegi 1
NRCS, Hyderabad 2
SBI, Coim'tore 3
TOTAL 155


Annexure - III
Details of Posts in Administration : Existing, Proposed and Difference

+ represents additional requirements and
- represents savings / surrenders
_________ Category A ________ ______ __________________________________ _____ __________________ _____

Existing Total Proposed Total Difference Total

Sl.No. Name of the Institute Asstt. UDC LDC AF&AO AAO Asstt. UDC LDC Asstt. UDC LD
C
1 CAZRI, Jodhpur 22 29 24
75
1 11 48 13 3
64
26 -16 -21
-11

2 CIAE, Bhopal 24 21 17
62
1 6 30 9 3
42
6 -12 -14
-20

3 CMFRI, Cochin 42 55 18
115
4 14 72 15 6
93
30 -40 -12
-22

4 CPRI, Shimla 26 29 31
86
1 14 60 9 2
71
34 -20 -29
-15

5 CRIDA, Hyderabad 11 11 1
23
1 5 20 6 3
29
9 -5 2
6

6 CRRI, Cuttack 28 17 19
64
1 11 44 10 3
57
16 -7 -16
-7

7 CSWCR&TI, DEhradun 15 30 23
68
1 14 52 11 3
66
37 -19 -20
-2

8 IASRI, New Delhi 32 25 16
73

8 36 11 3
50
4 -14 -13
-23

9 ICAR Res. Barapani 36 39 18
93
2 13 60 15 5
80
24 -24 -13
-13

10 IGFRI, Jhansi 21 20 4
45
0 10 40 10 3
53
19 -10 -1
8

11 IIHR, Bangalore 21 28 11
60
1 7 32 13 3
48
11 -15 -8
-12

12 NBPGR, New Delhi 19 23 11
53
1 8 36 8 3
47
17 -15 -8
-6

13 NBSS&LUP, Nagpur 14 19 11
44
1 9 36 9 3
48
22 -10 -8
4


Sub Total 311 346 204 861 15 130 566 139 43 748 255 -207 -
161
-113


Category B


Existing Total Proposed Total Difference Total

Sl.No. Name of the Institute Asstt. UDC LDC

AF&AO AAO Asstt. UDC LDC

Asstt. UDC LDC

14 CARI, Izatnagar 8 13 10
31
1 3 16 5 3
24
8 -8 -7
-7

15 CARI, Port Blair 6 6 6
18
1 3 15 5 3
23
9 -1 -3
5

16 CIBA, Chennai 5 6 8
19
1 3 15 5 3
23
10 -1 -5
4

17 CICR, Nagpur 20 11 9
40
1 4 25 8 3
36
5 -3 -6
-4

18 CIFA, Bhubaneshwar 6 8 14
28
1 6 25 6 3
34
19 -2 -11
6

19 CIFRI, Barrackpore 16 40 9
65
1 8 36 8 3
47
20 -32 -6
-18

20 CIFT, Cochin 28 29 8
65
1 6 38 8 3
49
10 -21 -5
-16

21 CIPHET, Ludhiana 2 6 9
17
1 2 12 6 3
21
10 0 -6
4

22 CIRCOT Mumbai 15 10 9
34
1 5 24 4 2
30
9 -6 -7
-4

23 CIRG, Makhdoom 8 7 12
27
1 3 16 4 2
22
8 -3 -10
-5

24 CISH, Lucknow 5 5 8
18
1 2 12 4 2
18
7 -1 -6
0

25 CPCRI, Kasargod 28 22 10
60

8 40 8 3
51
12 -14 -7
-9

26 CRIJAF, Barrackpore 25 18 5
48
1 5 25 6 3
34
0 -12 -2
-14

27 CSSRI, Karnal 17 14 13
44
1 6 24 6 3
33
7 -8 -10
-11




28 CSWRI, Avikanagar 32 21 13
66
1 8 36 10 2
48
4 -11 -11
-18
29 CTCRI, Trivandrum 8 10 2
20
1 3 14 4 3
21
6 -6 1
1
30 CTRI, Rajahmundry 23 16 21
60
1 7 30 9 3
42
7 -7 -18
-18
31 DOR, Hyderabad 5 3 8
16
1 2 12 4 0
16
7 1 -8
0
32 DRR, Hyderabad 7 6 8
21
1 4 16 5 2
23
9 -1 -6
2
33 DWR, Karnal 4 4 5
13
1 4 10 4 3
17
6 0 -2
4
34 ICAR Resh., Patna 4 10 12
26

6 20 6 3
29
16 -4 -9
3
35 IIPR, Kanpur 6 5 9
20
1 3 12 8 3
23
6 3 -6
3
36 IISR, Lucknow 14 16 12
42
1 3 25 8 3
36
11 -8 -9
-6
37 IISS, Bhopal 5 1 7
13
1 5 10 4 3
17
5 3 -4
4
38 IIVR, Varanasi 3 2 3
8
1 3 10 3 2
15
7 1 -1
7
39 NRC PBT, New Delhi 4 4 2
10
1 2 9 2 0
11
5 -2 -2
1
40 NRCR&M, Bharatpur 2 2 2
6
1 2 8 0 0
8
6 -2 -2
2
41 NRCS, Hyderabad 5 4 2
11
1 3 10 2 0
12
5 -2 -2
1
42 PDCSR, Modipuram 3 3 5
11
1 3 10 0 0
10
7 -3 -5
-1
43 SBI, Coimbatore 13 12 3
28
1 5 25 6 3
34
12 -6 0
6
44 VPKAS, Almora 5 8 3
16
1 3 10 5 2
17
5 -3 -1
1
45 WTCER. Bhubaneswar 1 4 4
9
1 2 8 1 0
9
7 -3 -4
0
Sub Total 333 326 251 910 34 132 598 164 71 833 265 -162 -180 -77
Category C


Existing Total Proposed Total Difference Total
Sl.No. Name of the Institute Asstt. UDC LDC AF&AO AAO Asstt. UDC LDC Asstt. UDC LDC
46 CIAH, Bikaner 3 5 10
18
0 2 10 3 1
14
7 -2 -9
-4
47 CIRB, Hissar 6 2 8
16
1 3 10 4 2
16
4 2 -6
0
48 CITH, Srinagar 1 4 2
7
0 1 5 1 1
7
4 -3 -1
0
49 DMR, New Delhi 2 2 1
5
1 2 6 3 0
9
4 1 -1
4
50 DSR, Mau 4 1 3
8
1 1 3 2 1
6
-1 1 -2
-2
51 ICAR Resh., Goa 4 4 3
11
0 1 6 2 2
10
2 -2 -1
-1
52 IISR, Calicut 5 3 2
10
1 3 8 3 0
11
3 0 -2
1
53 ILRI, Ranchi 9 13 3
25
1 2 15 4 2
21
6 -9 -1
-4
54 NBAGR, Karnal 3 4 3
10
1 2 6 3 0
9
3 -1 -3
-1
55 NBFGR, Lucknow 4 4 6
14
1 2 10 4 0
14
6 0 -6
0
56 NBIAM, Mau 4 2 3
9
1 1 6 1 0
7
2 -1 -3
-2
57 NCAP, New Delhi 1 1 2
4
0 1 6 1 0
7
5 0 -2
3
58 NCIPM, New Delhi 1 2 2
5
0 1 6 1 0
7
5 -1 -2
2
59 NIANP, Bangalore 4 6 1
11
1 2 8 4 0
12
4 -2 -1
1
60 NIRJAFT, Kolkata 10 10 5
25
1 3 16 4 2
22
6 -6 -3
-3
61 NRC Litchi 2 0 3
5
0 3 16 0 0
16
14 0 -3
11
62 NRC Mithun, Nagaland 1 1 3
5
0 1 6 0 0
6
5 -1 -3
1
63 NRC on Camel, Bikaner 1 3 2
6
0 1 6 0 0
6
5 -3 -2
0
64 NRC on Pig, Gwahati 2 0 2
4
0 1 6 0 0
6
4 0 -2
2




6 NRC Pom., Solapur 2 o 2
4
o 1 e o o
6
4 o -2
2

ee NRCAF, Jhansi 2 2 2
6
o 1 e o o
6
4 -2 -2
0

67 NRCB, Trichy 1 1 2
4
o 1 e o o
6

-1 -2
2

es NRCC, Nagpur 2 2 2
6
o 1 e o o
6
4 -2 -2
0

eg NRCC, Puttur 2 s 2
7
o 1 e o o
6
4 -s -2
-1

7o NRCCWF,Bhimtal 2 1
8
1 1 e o o
6
4 -1 -
-2

71 NRCE, Hissar s 2 s
8
o 1 e o o
6
s -2 -s
-2

72 NRCG, Junagarh s 2 s
8
1

1o 4 o
14
7 2 -s
6

7s NRCG, Pune 2 2 2
6
o 1 e o o
6
4 -2 -2
0

74 NRCM& AP, Anand 1 2 2
5
o 1 e o o
6

-2 -2
1

70 NRCM, Hyderabad 2 1 o
3
o 1 e o o
6
4 -1 o
3

76 NRCM, Solan s s 4
10
o 1 e o o
6
s -s -4
-4

77 NRCO&G, Rajgurunagar 1 s 2
6
o 1 e 1 o
7

-2 -2
1

7s NRCO, Sikkim 1 1 s
5
o 1 e o o
6

-1 -s
1

79 NRCOP, Pedavegi s 2 2
7
o 1 e o o
6
s -2 -2
-1

so NRCS, Indore o 1 s
4
1

s 2 o
10
s 1 -s
6

s1 NRCSS, Ajmer 2 o 2
4
o 1 e o o
6
4 o -2
2

s2 NRCWA, Bhubanehswar o 2 1
3
o 1 e o o
6
e -2 -1
3

ss NRCWS, JabalPur s 1 2
6
1 1 e o o
6
s -1 -2
0

s4 NRCY,Dirang 1 1 1
3
o 1 e o o
6

-1 -1
3

s PD on Cattle, Meerut 2 s 2
7
o 1 e o o
6
4 -s -2
-1

se PD on FMD, Muketshwar 1 o o
1
o 1 e o o
6

o o
5

s7 PD on Poultry, Hyderabad 2 2 s
7
1 1 e o o
6
4 -2 -s
-1

ss PDADMAS, Bangalore 1 o 2
3
o 1 e o o
6

o -2
3

sg PDBC, Bangalore 1 1 1
3
1 1 e o o
6

-1 -1
3


Sub Total 110 105 117 332 16 60 311 47 11 369 201 -58 -106 37



Existing Total Proposed Total Difference Total

Sl.No. Name of the Institute Asstt. UDC LDC

F&AO AO Asstt. UDC LDC

Asstt. UDC LDC

1 ZCU-I 1 1 1
3
1 1 2 o o
2
1

-1
-1

2 ZCU-II o 1 1
2
1 1 2 o o
2
2

-1
0

s ZCU-III o 1 1
2
1 1 2 o o
2
2

-1
0

4 ZCU-IV o 1 1
2
1 1 2 o o
2
2

-1
0


ZCU-V o 1 o
1
1 1 2 o o
2
2

o
1

e ZCU-VI o 1 1
2
1 1 2 o o
2
2

-1
0

7 ZCU-VII o 1 1
2
1 1 2 o o
2
2

-1
0

s ZCU-VIII 1 1 o
2
1 1 2 o o
2
1

o
0


Sub Total 2 8 6 16 8 8 16 0 0 16 14 -8 -6 0


Existing Total Proposed Total

Total







Sl.No. Name of the Institute Asstt. UDC LDC

AF&AO AAO Asstt. UD
C
LDC

Asstt. UDC LDC

1 IARI, New Delhi 1S4 iso 52
366
S 50 260 50 22
332
126 -1S0 -so
-34
2 IVRI, Izatnagar 1S6 12S SS
352
6 2S 160 so is
203
24 -gs -l5
-149
S NDRI, Karnal 42 6g SS
149
2 16 so 15 l
102
SS -54 -Si
-47
4 CIFE, Mumbai 14 16 iS
43
1 S 40 S 4
52
26 -s -g
9
5 NAARM, Hyderabad l 14 0
21
1 4 20 4 2
26
is -10 2
5
Sub Total 333 407 19
1
931 18 106 560 107 48 715 227 -300 -143 -216
TOTAL Institutes 1089 1192 76
9
3050 91 436 2051 457 173 2681 962 -735 -596 -369
ICAR Hqrs. Existing Total Proposed Total Difference Total
1
ICAR HQrs Asstt. UDC LDC AF&AO SO Asstt. UDC LDC Asstt. UDC LDC

Sub Total
164 118 g4
376
14 g4 S40 52 25
525
1l6 -66 -6g
41
Summary

Grand Total Existing Total Proposed Total Difference Total
Asstt. UDC LDC

Asstt. UDC LDC

Asstt. UDC LDC


125S 1S10 S6S
3426
2sgi 5og igs
3098
11SS -801 -665
-328
Category A Existing Staff Total Proposed Staff Total Difference Total
Sl.No. Name of the Institute Scientists CAO SAO AO AAO CAO SAO AO AAO CAO SAO AO AAO
1 CAZRI, Jodhpur 144 0 1 1 l
9
1 1 1 11
14
1 0 0 4
5
2 CIAE, Bhopal 98 0 1 0 4
5
1 0 2 6
9
1 -1 2 2
4
S CMFRI, Cochin 173 0 1 1 g
11
1 1 1 14
17
1 0 0 5
6
4 CPRI, Shimla 109 0 1 1 10
12
1 0 2 14
17
1 -1 1 4
5
5 CRIDA, Hyderabad 67 0 1 0
4 5
1 0 0 5
6
1 -1 0 1
1
6 CRRI, Cuttack 119 0 1 1 g
11
1 0 2 11
14
1 -1 1 2
3
l CSWCR&TI, DEhradun 130 0 1 2 6
9
1 0 2 14
17
1 -1 0 S
8
S IASRI, New Delhi 130
1
1 0 s
10
1 1 1 S
11

0 1 0
1
g ICAR Res. Barapani 192 0 1 1 16
18
1 1 1 is
16
1 0 0 -S
-2
10 IGFRI, Jhansi 145 0 1 1 l
9
1 0 1 10
12
1 -1 0 S
3
ii IIHR, Bangalore 150 0 1 1 4
6
1 1 1 l
10
1 0 0 S
4
12 NBPGR, New Delhi 123 0 1 0 2
3
1 0 2 S
11
1 -1 2 6
8
is NBSS&LUP, Nagpur 100 0 1 1 l
9
1 0 2 g
12
1 -1 1 2
3
Sub Total

1 13 1
0
93 117 13 5 1
8
130 166 12 -8 8 37 49
Category B
Existing Staff Total Proposed Staff Total Difference Total




Sl.No. Name of the Institute Scientists CAO SAO AO AAO

CAO SAO AO AAO

CAO SAO AO AAO

14 CARI, Izatnagar 5G G G 1 1
2
G 1 G S
4
G 1 -1 2
2
15 CARI, Port Blair 56 G G 1 2
3
G 1 G S
4
G 1 -1 1
1
16 CIBA, Chennai 65 G G 1 1
2
G 1 G S
4
G 1 -1 2
2
17 CICR, Nagpur 8G G G 1 2
3
G 1 G 4
5
G 1 -1 2
2
18 CIFA, Bhubaneshwar 78 G G 1 5
6
G 1 1 6
8
G 1 G 1
2
19 CIFRI, Barrackpore 95 G 1 G 5
6
G 1 1 8
10
G G 1 S
4
2G CIFT, Cochin 95 G 1 1 6
8
G 1 1 6
8
G G G G
0
21 CIPHET, Ludhiana 76 G G 1 1
2
G 1 G 2
3
G 1 -1 1
1
22 CIRCOT Mumbai 5G G G 1 4
5
G 1 G 5
6
G 1 -1 1
1
2S CIRG, Makhdoom 5G G G 1 S
4
G 1 G S
4
G 1 -1 G
0
24 CISH, Lucknow 46 G G 1 1
2
G 1 G 2
3
G 1 -1 1
1
25 CPCRI, Kasargod 84 G 1
1
7
9
G 1 2 8
11
G G 1 1
2
26 CRIJAF, Barrackpore 74 G 1 G S
4
G 1 G 5
6
G G G 2
2
27 CSSRI, Karnal 79 G 1 G 4
5
G 1 1 6
8
G G 1 2
3
28 CSWRI, Avikanagar 9G G 1 1 6
8
G 1 1 8
10
G G G 2
2
29 CTCRI, Trivandrum 5G G G 1 1
2
G 1 G S
4
G 1 -1 2
2
SG CTRI, Rajahmundry 7G G 1 G 6
7
G 1 G 7
8
G G G 1
1
S1 DOR, Hyderabad 42 G 1 G 1
2
G 1 G 2
3
G G G 1
1
S2 DRR, Hyderabad 71 G G 1 2
3
G 1 G 4
5
G 1 -1 2
2
SS DWR, Karnal 56 G G 1 2
3
G 1 G 4
5
G 1 -1 2
2
S4 ICAR Resh., Patna 92 G G 1 1
2
G 1 1 S
5
G 1 G 2
3
S5 IIPR, Kanpur 82 G G 1 2
3
G 1 G S
4
G 1 -1 1
1
S6 IISR, Lucknow 8S G 1 G 4
5
G 1 1 5
7
G

1 1
2
S7 IISS, Bhopal 56 G G 1 G
1
G 1 G S
4
G 1 -1 S
3
S8 IIVR, Varanasi 62 G G G 1
1
G 1 G S
4
G 1 G 2
3
S9 NRC PBT, New Delhi SS G G G 1
1
G 1 G 2
3
G 1 G 1
2
4G NRC R&M, Bharatpur S4 G G G
1 1
G 1 G 2
3
G 1 G 1
2
41 NRC S, Hyderabad 48 G G 1 2
3
G 1 G S
4
G 1 -1 1
1
42 PDCSR, Modipuram S8 G G
0 1 1
G 1 G S
4
G 1 G 2
3
4S SBI, Coimbatore 79 G 1 G 2
3
G 1 G 5
6
G

G S
3
44 VPKAS, Almora 6G G G G 2
2
G 1 G S
4
G 1 G 1
2
45 WTCER. Bhubaneswar S6 G G G 1
1
G 1 G 2
3
G 1 G 1
2
Sub Total

0 10 19 81 110 0 32 9 129 170 0 22 -10 48 60
Category C

Existing Staff Total Proposed Staff Total Difference Total
Sl.No. Name of the Institute Scientists CAO SAO AO AAO CAO SAO AO AAO CAO SAO AO AAO
42 CIAH, Bikaner S1 G G 1 2
3
G G 1 2
3
G G G G
0
4S CIRB, Hissar 4G G G 1 S
4
G G 1 S
4
G G G G
0



44 CITH, Srinagar 21 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
45 DMR, New Delhi 34 0 0 0 1
1
0 0 1 2
3
0 0 1 1
2
46 DSR, Mau 30 0 0 1 1
2
0 0 1 1
2
0 0 0 0
0
47 ICAR Res., Goa 20 0 0 0 3
3
0 0 1 1
2
0 0 1 -2
-1
48 IISR, Calicut 42 0 0 0 2
2
0 0 1 3
4
0 0 1 1
2
49 ILRI, Ranchi 46 0 0 1 2
3
0 0 1 2
3
0 0 0 0
0
50 NBAGR, Karnal 35 0 0 1 1
2
0 0 1 2
3
0 0 0 1
1
51 NBFGR, Lucknow 40 0 0 0 1
1
0 0 1 2
3
0 0 1 1
2
52 NBIAM, Mau 21 0 0 0

0
0 0 1 1
2
0 0 1 1
2
53 NCAP, New Delhi 25 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
54 NCIPM, New Delhi 24 0 0 1 1
2
0 0 1 1
2
0 0 0 0
0
55 NIANP, Bangalore 40 0 0 1 1
2
0 0 1

3
0 0 0 1
1
56 NIRJAFT, Kolkata 44 0 0 1

5
0 0 1

4
0 0 0 -1
-1
57 NRC AF, Jhansi 27 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
58 NRC B, Trichy 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
59 NRC C, Nagpur 20 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
60 NRC C, Puttur 18 0 0
0

0 0 1 1
2
0 0 1 -1
0
61 NRC Camel, Bikaner 20 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
62 NRC CWF,Bhimtal 30 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
63 NRC E, Hissar 25 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
64 NRC G, Junagarh 39 0 0 1 1

0 0 1

3
0 0

1
1
65 NRC G, Pune 16 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
66 NRC Litchi 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
67 NRC M& AP, Anand 25 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
68 NRC M, Hyderabad 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
69 NRC M, Solan 16 0 0 1 1

0 0 1 1
2
0 0

0
0
70 NRC Mithun, Nagaland 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
71 NRC O&G, Rajgurunagar 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
72 NRC O, Sikkim 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
73 NRC OP, Pedavegi 22 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
74 NRC Pig, Gwahati 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
75 NRC Pom., Solapur 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
76 NRC S, Indore 35 0 0 1 1

0 0 1

3
0 0

1
1
77 NRC SS, Ajmer 20 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
78 NRC WA, Bhubanehswar 16 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
79 NRC WS, JabalPur 26 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
80 NRC Y,Dirang 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
81 PD ADMAS, Bangalore 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
82 PD Cattle, Meerut 20 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
83 PD FMD, Muketshwar 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
84 PD Poultry, Hyderabad 15 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1
85 PDBC, Bangalore 30 0 0 0 1
1
0 0 1 1
2
0 0 1 0
1






Sub Total

o o 11 54 65 o o 44 5a 1o2 o o ss 4 si
CATE E

Existing Staff Total Proposed Staff Total Difference Total
Sl.No. Name of the Institute Scientists CAO SAO AO AAO

CAO SAO AO AAO

CAO SAO AO AAO

1 ZCU-I

0 0 0 0
o
0 0 1 i
2
0 0 1 1
2
2 ZCU-II

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
S ZCU-III

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
4 ZCU-IV

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
ZCU-V

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
6 ZCU-VI

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
l ZCU-VII

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
s ZCU-VIII

0 0 0 0
o
0 0 1 i
1
0 0 1 1
2
Sub Total

o o o o o o o a a g o o a a 16

Existing Staff

Tota
l
Proposed Staff Tota
l
Difference

Tota
l
Sl.N
o.
Name of the
Institute
Scientist
s
Registr
ar
CA
O
SA
O
A
O
AA
O
Registr
ar
CA
O
SA
O
A
O
AA
O
Registr
ar
CA
O
SA
O
AO AA
O
1 IARI, New Delhi 611 0 S

s 42
5a
1 2 4 s 0
65
1 -1 -1 0 s
l
2 IVRI, Izatnagar SS4 0 2 S

2S
ss
1 1 2 4 2s
s6
1 -1 -1 -1

s
S NDRI, Karnal 200 0 1 2 1 12
16
1 0 2 2 16
21
1 -1 0 1 4
5
4 CIFE, Mumbai 104 0 0 1 1

l
1 0 1 1 s
11
1 0 0 0 S
4
NAARM, 40 0 1 0 0 2
s
1 0 0 1 4
6
1 -1 0 1 2
s
Sub Total

o l 11 15 a4 11l 5 s g 16 1o
6
1sg 5 -4 -2 1 22 22
TOTAL
Institutes

o a s4 55 s12 4og 5 16 46 g5 4s1 5gs -s -1a -g 21l 22 -225

Existing Total Porposed Total Difference Total
1 ICAR HQrs

JS Director DS US SAO SO JS Director DS US SAO SO JS Director DS US SAO SO

Sub Total

0 1 s 12 1 s9
111
1 4 12 SO 0 94
141
1 3 4 is -1

30



+ represents additional requirements and
- represents savings / surrenders
Summary Existing Proposed Difference
Joint Sec 0 1 1
Director 1 4 3
Registrar 0 5 5
Dy. Sec. 8 12 4
Under Secretary 12 30 18
Section Officer 89 94 5
CAO 8 16 8
SAO 35 46 11
AO 55 95 40
AAO 312 431 119
Asstt. 1253 2391 1138
UDC 1310 509 -801
LDC 863 198 -665
Total A 3946 3832 -114


Annexure-IV
Details of Posts in Finance : Existing, Proposed and Difference

S.N
o
Name of the Agency Average
Expendit ure
(Rs in crore)

+ represents additional requirements and - represents
savings / surrenders
, Existing Staff TOT Proposed Staff Tot Difference T
Average Expenditure above 20 crore CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
AL CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
al CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
0
ta
1
1 Central Arid Zone Research Institute, Jodhpur 21.83 1 3 1 5 1 1 2 4 1 -1 1 -1 -1 -1
2 Central Institute of Agricultural Engineering, Bhopal 21.34 1 1 1 3 1 1 1 3 1 0 0 0 -1 0
3 Central Marine Fisheries Research Institute, Cochin 33.02 1 4 5 1 1 4 6 1 -1 1 0 0 1
4 Central Potato Research Institute, Shimla 21.47 1 2 3 1 1 1 3 1 -1 1 0 0
5 Central Research Institute of Dryland Agriculture, Hyderabad 26.68 1 1 2 1 1 1 3 1 0 0 1 -1 1
6 Central Rice Research Institute, Cuttack 17.63 1 2 3 1 1 1 3 1 0 0 0 0
7 Central Soil and Water Conservation Research & Training Institute,
Dehradun
18.93 1 1 1 1 1 3 1 0 0 1 0 2
8 ICAR Research Complex for NEH Region, Barapani 28.50 1 4 5 1 1 2 4 1 0 0 -4 -1
9 Indian Agricultural Statistical Research Institute 15.12 1 1 2 1 1 2 1 0 0 0 0
10 Indian Grassland and Fodder Research Institute, Jhansi 15.27 1 1 2 1 1 2 1 -1 1 0 0
11 Indian Institute of Horticultural Research, Bangalore 27.58 1 1 1 3 1 1 1 3 1 -1 1 -1 0
12 National Bureau of Plant Genetics Resources, New Delhi 20.54 1 1 2 1 1 1 3 1 0 0 1 -1 1
13 National Bureau of Soil Survey and Land Use Planning, Nagpur 17.58 1 1 2 1 1 1 3 1 -1 1 1 -1 1
Sub Total 189.41 0 6 7 15 10 38 13 0 13 16 0 42 13 -6 6 1 -10 4
Cat B Existing Staff TOT Proposed Staff Tot Difference T
Average Expenditure between 10 to 20 crore CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
AL CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
al CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
0
ta
1
14 Central Inland Capture Fisheries Research Institute, Barrackpore 18.62 1 1 2 1 1 2 0 1 -1 0 0 0
15 Central Research Institute for Jute and Allied Fibres, Barrackpore 19.12 1 1 1 3 1 1 2 0 1 -1 0 -1 -1
16 Central Agricultural Research Institute, Port Blair 8.53 1 1 1 1 2 0 1 -1 1 0 1
17 Central Avian Research Institute, Izatnagar 11.57 1 1 1 1 2 0 1 0 0 0 1
18 Central Institute Brackishwater Aquaculture, Chennai 8.01 1 1 1 1 2 0 1 -1 1 0 1
19 Central Institute for Research on Goats, Makhdoom 11.14 1 1 2 1 1 2 0 1 -1 1 -1 0
20 Central Institute of Cotton Research, Nagpur 16.07 1 1 1 1 2 0 1 -1 1 0 1
21 Central Institute of Fisheries Technology, Cochin 15.49 2 2 1 1 2 0 1 0 -1 0 0
22 Central Institute of Freshwater Aquaculture, Bhubneshwar 12.72 1 1 2 1 1 2 0 1 -1 1 -1 0
23 Central Institute of Research on Cotton Technology, Mumbai 11.50 1 1 2 1 1 2 0 1 -1 1 -1 0
24 Central Institute of Sub Tropical Horticulture, Lucknow 10.86 1 1 1 1 2 0 1 0 0 0 1
25 Central Institute on Post harvest Engineering and Technology, Ludhiana 15.94 2 2 1 1 2 0 1 0 -1 0 0
26 Central Plantation Crops Research Institute, Kasargod 18.15 1 2 1 4 1 1 4 0 1 0 -1 0
27 Central Sheep and Wool Research Institute, Avikanagar, Rajasthan 15.11 1 1 2 1 1 2 0 1 -1 1 -1 0
28 Central Soil Salinity Research Institute, Karnal 12.60 1 1 2 1 1 2 0 1 0 0 -1 0
29 Central Tobacco Research Institute, Rajamundry 16.76 1 2 3 1 1 2 0 1 -1 -1 0 -1
30 Central Tuber Crops Research Institute, Trivandrum 9.11 1 1 2 1 1 2 0 1 0 0 -1 0
31 Directorate of Oilseed Research, Hyderabad 10.73 1 1 2 1 1 2 0 1 -1 1 -1 0
32 Directorate of Rice Research, Hyderabad 15.50 1 1 2 1 1 2 0 1 0 0 -1 0
33 Directorate of Wheat Research, Karnal 10.69 2 2 1 1 2 0 1 0 -1 0 0
34 ICAR Research Complex for Eastern Region, Patna 10.07 1 2 1 4 1 2 3 0 1 -1 0 -1 -1
Indian Institute of Pulses Research, Kanpur 19.96 1 2 o




























11.45 1 2 o o o Indian Institute of Soil Sciences, Bhopal
15.29 Indian Institute of Sugarcane Research, Lucknow 1 2 o o o
11.14 1 2 o o o Indian Institute of Vegetable Research, Varanasi
NRC - Rapeseed & Mustard(NRCRM), Bharatpur 10.94 2 2 o o o
14.48 1 2 o o o NRC Plant Biotechnology , New Delhi
12.96 1 2 o o o NRC Sorghum, Hyderabad
12.74 1 2 o o o Project Dte. on Cropping SystemResearch, Modipuram
SBI, Coimbatore 11.59 2 2 o
6.98 2 2 2 o o Vivekananda Parvitya Krishi Anusandhan Sansthan, Almora
Water Technology Centre for Eastern Region, Bhubaneshwar 10.77 1 2 o o o
Sub Total
416.56 o 1 14 29 13 57 o 32 34 o 67 o 31 -13 5
Total Tot
al
Cat C Existing Staff Proposed Staff Difference
CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
Average Expenditure between 5 to 10 crore
CF&A
O
SF&A
O
F&A
O
AF&A
O
JA
O
CF&A
O
SF&A
O
F&A
O
9.64 1 2 o o o Central Institute for Research on Buffaloes, Hissar
Central Institute of Arid Horticulture, Bikaner 5.61 2 2 o o
2.93 1 o o Central Institute of Temperate Horticulture, Srinagar
Directorate of Maize Research, New Delhi. 9.14 1 2 o o o
7.37 1 2 o o o Directorate of Seed Research, Mau
ICAR Research Complex Goa 4.o6 1 o o
6.67 2 2 2 o o Indian Institute of Spices Research, Calicut
Indian Lac Research Institute, Ranchi 6.13 2 2 o o
National Bureau of Agril. Important Micro-organisms, Mau 8.o9 o 2 o o
6.11 2 2 o o o National Bureau of Animal Genetic Resources, Karnal
6.76 National Bureau of Fish Genetic Resources, Lucknow 1 2 o o o
National Centre for Agril. Economics & Policy Research, New Delhi
3.27 o o
2.17 o o National Centre for Integrated Pest Management, New Delhi
6.59 2 o o o National Institute of Animal Nutrition and Physiology
National Institute of Research on Jute & Allied Fibre Technology,
Calcutta 6.73 2 o o o
National Research Centre on Cold Water Fisheries, Nainital 3.o5 o o
NRC Agroforestry Jhansi 9.92 2 o o o
3.18 o o NRC Banana, Trichi
3.45 o o NRC Cashew, Puttur
4.22 o o NRC Citrus, Nagpur
NRC for Mushroom, Solan 3.99 o o
1.70 o o NRC for Women in Agriculture, Bhubaneswar
3.42 o o NRC Grapes, Pune
NRC Groundnut, Junagarh 6.41 o o
1.70 o o o NRC Litchi, Muzaffarpur
5.76 NRC Medicinal and Aromatic Plants, Anand o o
2.75 o o NRC Mithun, Medziphema, Nagaland
NRC Oil Palm, Pedavegi, A.P. 5.43 o o
4.16 o o NRC on Camel, Bikaner
5.75 o o NRC on Equines, Hisar
3.13 o o NRC on Meat and Meat Products Technology, Hyderabad
6.68 o o NRC on Pig
NRC Onion and Garlic, Pune 2.68 o o o o
1.90 1 o o NRC Orchids, Pakyong
2.27 o o o o NRC Pomegranate, Solapur
Summary






81 NRC Seed Spices, Ajmer 1.99 0 1 1 0 0 1 0 0 1
82 NRC Soybean, Indore 6.17 1 1 1 1 2 0 0 0 1 0 1
83 NRC Yak , West Kemang 2.69 1 1 1 1 0 0 1 -1 0 0
84 NRC-Weed Science, Jabalpur 7.57 1 1 1 1 2 0 0 1 0 0 1
85 PD on Animal Disease Monitoring and Surveillance, Bangalore 1.77 1 1 1 1 0 0 1 -1 0 0
86 PD on Foot & M outh Disease, Mukteshwar 2.25 1 1 1 1 0 0 1 -1 0 0
87 Project Directorate - Cattle 5.94 1 1 1 1 0 0 1 0 -1 0
88 Project Directorate of Biological Control, Bangalore 7.82 0 1 1 2 0 0 1 1 0 2
89 Project Directorate on Poultry, Hyderabad 6.72 1 1 2 1 1 2 0 0 1 0 -1 0
Sub Total 228.09 0 0 4 36 4 44 0 0 44 16 0 60 0 0 40 -20 -4 1
6
ICAR HQrs(DIPA, Edu. Div. ASRB) Existing Total Proposed Total
1 ICAR HQrs(DIPA, Edu. Div. ASRB) Average
Budget
Joint
Sec
(F)
Dir(F)/Audit DD(F)/Audit CF&AO SF&AO F&AO AF&AO JAO Joint
Sec
(F)
Dir(F)/Audit DD(F)/Audit CF&AO SF&AO F&AO AF&AO/AFAO
Audit
JAO Joint
Sec
(F)
Sub Total 267.41 1 2 0 1 5 5 4 18 1 2 3 0 3 10 14 0 33 1
Cat E Existing Staff Total Proposed Staff Total Difference Total
CF&AO SF&AO F&AO AF&AO JAO CF&AO SF&AO F&AO AF&AO JAO CF&AO SF&AO F&AO AF&AO JAO
ZCU-I 27.86 1 1 1 1 0 0 1 0 0
ZCU-II 30.50 1 1 2 1 1 0 0 1
ZCU-III 19.39 1 1 2 1 1 0 0 1
ZCU-IV 39.71 1 1 2 1 1 0 0 1
ZCU-V 25.61 1 1 2 1 1 0 0 1
ZCU-VI 23.14 1 1 2 1 1 0 0 1
ZCU-VII 30.55 1 1 2 1 1 0 0 1
ZCU-VIII 33.00 1 1 1 1 0 0 1 0 0
Sub Total 229.76 0 0 0 8 6 14 0 0 8 0 0 8 0 0 8 -8 -6 -6
Existing Staff Total Proposed Total
Deemed Universitites Comptroller CF&AO SF&AO F&AO AF&AO JAO Comptroller CF&AO SF&AO F&AO AF&AO JAO Comptroller
1 IARI, New Delhi 134.60 1 2 8 11 1 1 1 8 11 1
2 Indian Veterinary Research Institute, Izatnagar 87.61 1 2 6 1 10 1 1 1 6 9 1
3 National Academy of Agricultural Research & Management (NAARM), Hyderabad 84.47 1 1 2 1 1 1 3 1
4 National Dairy Research Institute including NRC Animal Biotechnology, Karnal 51.48 1 1 2 4 1 1 1 2 5 1
5 Central Institute on Fisheries Education, Mumbai 21.32 0 1 1 1 1 1 3 1
Sub Total 379.48 0 3 0 7 16 2 28 5 0 3 5 18 0 31 5




+ represents additional requirements and
- represents savings / surrenders
Summary Existing Proposed Difference
Joint Secretary (Finance)
0 1 1
Dir (F)/ Dir (Audit)
1 2 1
Comptroller
0 5 5
CFAO/DDF
5 16 11
SF&AO
8 38 30
FAO
37 81 44
AF&AO
109 98 -11
JAO
39 0 -39
TOTAL 199 241 42
Existing Tot
al
Proposed Tot
al
Difference TO
TA
Joi Dir(F)/Audi Com DD(F CF& S F&A AF& JAO Joi Dir(F Com DD(F CF SF& F&A AF&A JA Jo Dir(F Com DD(F CF SF F& AF&A JA L
nt t ptolle )/Aud AO F O AO/A nt )/Aud ptroll )/Aud &A AO O O/AFA O int )/Aud ptroll )/Aud &A &A A O/AFA O
Se r it & FAO Sec it er it O O Se it er it O O O O
c A Audit (F) Audit c Audit
(F) O (F
)


0 1 0 2 3 8 37 109 39 199 1 2 5 3 13 38 81 98 0 241 1 1 5 1 10 30 44 -11 -39 42
ANNEXURE-V


DO. No.3 (11)/06 (L&C)
GOVERNMENT OF INDIA
MINISTRY OF FINANCE
DEPARTMENT OF EXPENDITURE
New Delhi, the September 04, 2006
Dr. Adarsh
Kishore Finance
Secretary
Dear Dr. Rai,
Our financial management system rests on a well evolved architecture of
Rules, Regulations, Orders, Codes and Manuals rather than being codified into a
single, comprehensive legislation on Public Financial Management.
2. The General Financial Rules, as existing since 1963; were comprehensively
revised in July, 2005, to incorporate some of the challenges before public finance
management in the context of a growing, robust and liberal economy. One of the
principal features of the new GFR is vesting considerable responsibility to the Chief
Accounting Authority Rule 64 of the new General Financial Rules, 2005 lists out the
following:-
3. The Secretary of a Ministry / Department who is the Chief accounting
Authority of the Ministry / Department shall
(i) be responsible and accountable for financial management of his Ministry /
Department.
(ii) ensure that the public funds appropriated to the Ministry of Department are
used for the purpose for which they are meant.
(iii) be responsible for the effective, efficient, economical and transparent use of
the resources of the Ministry or Department in achieving the stated project
objectives of that Ministry or Department, whilst complying with performance
standards.
(iv) appear before the Committee on Public Accounts and any other
Parliamentary Committee for examination.
(v) review and monitor regularly the performance of the programmes and
projects assigned to his Ministry to determine whether stated objectives are
achieved.
(vi) be responsible for preparation of expenditure and other statements relating
to his Ministry or Department as required by regulations, guidelines or directives
issued by Ministry of Finance.
(vii) Shall ensure that his Ministry of Department maintains full and proper
records of financial transactions and adopts systems and procedures that will
at all times
afford internal controls.


(viii) shall ensure that his Ministry or Department follows the Government
procurement procedure for execution of works, as well as for procurement of
services and
supplies and implements it in a fair, equitable, transparent, competitive and cost-
effective manner:
(ix) shall take effective and appropriate steps to ensure that the Ministry of
Department :-
(a) collects all money due to the Government, and
(b) avoids unauthorized, irregular and wasteful expenditure.
4. I reproduce the above in order to draw your personal attention to the need of
reviewing and revamping the current system within your Ministry / Department of
internal checks, internal controls and internal audit.
5. This matter has assumed significance and urgency in vie of the growing
outlays on social sector schemes and the need for developing infrastructure at the
desired pace. Consequently; infrastructure and social sector projects of considerable
value, inherently incorporating enhanced delegation of financial powers to shorten
time-lines and achieve the intended results within the mandated time-frames have
been taken up for implementation, involving a large number of implementing
agencies.
6. Internal audit gives the top management the required assurance and
reassurance in regard to the adherence to the architecture of sound financial
management. Statutory auditors and external agencies can also likewise focus on
macro issues rather than routine checks.
7. Traditionally, internal audit wings in the Ministries have focused on the
accuracy and integrity of accounts and other financial records and compliance to the
organizational procedures and policies. I however, would like to share with you a
possibility that internal audit in its widest sence may be used appropriately to act as
an institutional mechanism to raise alarms against all kinds of risks, financial or
operational.
8. Evolving internal experience of internal audit structure in large
organizations, suggests an increasing attention to identification of risks and in built
systemic responses to mitigate risks. Some of the risks arise out of outright active
collusion, lack of knowledge and skills, lack of communication / coordination etc.
Top managers need to have an internal oversight mechanism to alert them to
potential areas of concern.
9. I thought I would share these thoughts with you while requesting you to
kindly suitable strengthen the internal audit mechanism in your Ministry /
Department in the context of the growing responsibilities being discharged by you
in the clear, efficient and value adding implementation of the growing size of Plan
and non-Plan allocation and schemes throwing up better outcomes.
ANNEXURE-VII


10. While Ministry of Finance would be glad to provide any assistance required
in this regard, this is expected to be essentially an exercise to be undertaken under
your leadership.
Regards,


Yours sincerely,
Sd/-
(Adarsh Kishore)
Dr. Mangal Rai,
Secretary,
Department of Agricultural Research and Education,
New Delhi.
Annexure-VI



Name of the
Institute/Units
E
x
i
s
t
i
n
g

P
r
o
p
o
s
e
d

E
x
i
s
t
i
n
g

P
r
o
p
o
s
e
d

E
x
i
s
t
i
n
g

P
r
o
p
o
s
e
d

E
x
i
s
t
i
n
g

P
r
o
p
o
s
e
d

E
x
i
s
t
i
n
g

P
r
o
p
o
s
e
d

Sr. PPS P] PS PS PA Steno

NRC Citrus, Nagpur 0 0 0 0 0 1 1 1 1 0
IIHR, Bangalore 0 0 0 0 1 3 18 15 1 0
CTCRI, Trivandrum 0 0 0 0 0 2 4 5 2 0
CPCRI, Kasaragod 0 0 0 0 3 3 13 10 1 0
IISR, Calicut 0 0 0 0 1 1 2 5 3 0
CITH, Srinagar 0 0 0 0 0 1 0 1 2 0
NRCOP, Pedavegi 0 0 0 0 1 1 2 2 0 0
CPRI, Shimla 0 0 0 0 2

12 13 5 0
NRCB, Trichy 0 0 0 0 0 1 1 2 2 0
CISH, Lucknow 0 0 0 0 0 1 2 2 1 0
NRCC, Puttur 0 0 0 0 0 1 3 2 0 0
CARI, Port Blair 0 0 0 0 1

1 5 4 0
IIVR, Varanasi 0 0 0 0 0 1 1 3 4 0
CI AH, Bikaner 0 0 0 0 0 1 2 2 1 0
NRCG, Pune 0 0 0 0 0 1 1 1 0 0
NRCM, Solan 0 0 0 0 0 1 1 2 2 0
NRC O&G, Pune 0 0 0 0 0 1 1 1 0 0
NRCO, Sikkim 0 0 0 0 0 1 0 1 0 0
NRCS, Ajmer 0 0 0 0 0 1 0 1 0 0
NRCM &AP, Anand 0 0 0 0 0 1 1 1 0 0
NRC Pome, Solapur 0 0 0 0 0 1 0 1 0 0
NRC Litchi, Muzafarpur 0 0 0 0 0 1 0 1 0 0
NBPGR, New Delhi 0 0 0 0 0 2 8 6 1 0
IARI, New Delhi 0 0 0 1 19 19 64 64 9 0
IGFRI, Jhansi 0 0 0 0 3 2 3 6 4 0
NRCR&M, Bharatpur 0 0 0 0 0 1 0 1 2 0
DOR, Hyderabad 0 0 0 0 0 1 4 4 2 0
DRR, Hyderabad 0 0 0 0 1 2 5 5 2 0
CRIJAF, Barrackpore 0 0 0 0 0 1 2 3 2 0
IISR, Lucknow 0 0 0 0 1 2 2 6 7 0
SBI, Coimbatore 0 0 0 0 1 1 4 4 0 0


DWR, Karnal 0 0 0 0 1 1 2 4 2
PDBC, Bangalore 0 0 0 0 0 1 1 2 2
CRRI, Cuttack 0 0 0 0 2 4 17 15 6
CICR, Nagpur 0 0 0 0 1 2 3 4 2
CTRI, Rajahmundry 0 0 0 0 1 2 5 5 1
IIPR, Kanpur 0 0 0 0 1 1 1 3 3
NRCS, Indore 0 0 0 0 0 1 1 1 0
NRCG, Junagarh 0 0 0 0 0 1 1 3 2
NRCS, Hyderabad 0 0 0 0 1 1 1 3 2
VPKAS, Almora 0 0 0 0 1 1 1 3 2
DMR, New Delhi 0 0 0 0 0 1 2 2 0
NRC PB, New Delhi 0 0 0 0 0 1 2 2 0
DSR, Mau 0 0 0 0 0 1 2 2 0
NCIPM, New Delhi 0 0 0 0 0 1 1 3 2
IVRI, Izatnagar 0 0 0 1 6

20 17 3
NDRI, Karnal 0 0 0 1 3

18 16 4
CS&WRI, Avikanagar 0 0 0 0 0 1 3 4 6
NBAGR, Karnal 0 0 0 0 0 1 3 4 2
NIANP, Bangalore 0 0 0 0 0 1 1 2 1
PD on Cattle, Meerut 0 0 0 0 1 1 0 2 3
CIRG, Makhdoom 0 0 0 0 1 1 0 1 1
CARI, Izatnagar 0 0 0 0 0 1 1 1 0
NRCE, Hisar 0 0 0 0 0 1 0 1 1
NRCY, Dirang 0 0 0 0 0 1 0 1 1
NRCM, Hyderabad 0 0 0 0 0 1 1 1 0
NCAP, New Delhi 0 0 0 0 0 1 1 1 1
CIRB, Hisar 0 0 0 0 0 1 1 1 1
NRCWA, Bhubaneswar 0 0 0 0 0 1 1

2
NBAIM 0 0 0 0 0

0 1 1
PDP, Hyderabad 0 0 0 0 0 1 1

2
NRC on Camel, Bikaner 0 0 0 0 0 1 1 1 1
NRC Mithun, Nagaland 0 0 0 0 0 1 0 1 1
NRC on Pig, Guwahati 0 0 0 0 0 1 0 1 1
PDFMD, Mukteshwar 0 0 0 0 0 1 0 1 0
PDADMAS, Bangalore 0 0 0 0 0 1 0 1 0
PDCSR, Modipuram 0 0 0 0 0 1 4

1
CSWCR&TI, Dehradun 0 0 0 0 1

7 10 9
NRCWS, Jabalpur 0 0 0 0 0 1 1 1 2
WTCER, Bhubaneswar 0 0 0 0 0 1 4 3 0
ICAR Research, Goa 0 0 0 0 0 1 2 3 2
IISS, Bhopal 0 0 0 0 1 2 5 7 5
CRIDA, Hyderabad 0 0 0 0 0 2 15 8 0
CSSRI, Karnal 0 0 0 0 3 3 7 7 1
NBSS&LUP, Nagpur 0 0 0 0 1 3 10 12 6
CAZRI, Jodhpur 0 0 0 0 4 3 14 12 0



PROPOSED RECRUITMENT RULES FOR THE POSTS OF JOINT SECRETARY
(Administration)
ICAR Res. NEH, Barapani 0 0 0 0 1 4 20 16 5
NRCAF, Jhansi 0 0 0 0 1 1 1 3 2
ICAR Res. Patna 0 0 0 0 1 2 7 7 1
NIRJAFT, Kolkata 0 0 0 0 1 1 3 4 1
ILRI, Ranchi 0 0 0 0 1 1 2 3 1
IASRI, New Delhi 0 0 0 0 3 3 17 10 2
CIRCOT, Mumbai 0 0 0 0 1 1 2 3 3
CIPHET, Ludhiana 0 0 0 0 0 1 1 1 0
CIAE, Bhopal 0 0 0 0 1 2 8 7 5
CIFE, Mumbai 0 0 0 1 2 2 1 4 3
CIFRI, Barrackpore 0 0 0 0 2 1 2 4 1
CMFRI, Cochin 0 0 0 0 2 3 12 12 4
CIFA, Bhubaneswar 0 0 0 0 1 1 2 4 2
CIBA, Chennai 0 0 0 0 0 1 3 4 2
NBFGR, Lucknow 0 0 0 0 0 1 1 3 2
NRCCWF, Bhimtal 0 0 0 0 0 1 1 1 0
CIFT, Cochin 0 0 0 0 1 2 9 8 2
NAARM, Hyderabad 0 0 0 1 3 2 8 7 4
ZCU-1 0 0 0 0 0 0 0 1 0
ZCU-II 0 0 0 0 0 0 1 1 0
ZCU-III 0 0 0 0 0 0 1 1 1
ZCU-IV 0 0 0 0 0 0 0 1 1
ZCU-V 0 0 0 0 0 0 1 1 1
ZCU-VI 0 0 0 0 0 0 1 1 0
ZCU-VII 0 0 0 0 0 0 1 1 0
ZCU-VIII 0 0 0 0 0 0 1 1 1
Institute Total 0 0 0 5 84 158 425 466 184
ICAR Hqrs. 0 3 1 10 29 30 54 70 47
GRAND TOTAL 0 3 1 15 11
3
188 479 536 231
ANNEXURE 7


1 Name of the Post Joint Secretary (Administration)
2 Classification Administrative Group A
3 Scale of Pay Rs.18400 -500-22400
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments N.A.
6
Educational and other qualification
required for direct recruitment
N.A.
7
Whether age and qualification required for
direct recruits will apply case of
promotees
N.A.
8 Period of Probation, if any N.A.
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacancies to be filled by various modes.
1) By promotion
2) Failing which by deputation
10
In case of recruitment by promotion/
deputation / absorption, grades from
which promotion / deputation / absorption
is to be made.
By Promotion of
a) Registrar with two years regular service in
the grade
b) failing which by promotion of Director
(Admn.)/ (Personnel)/ (Vigilance) with three
years regular service in the grade
c) failing which by promotion of Deputy
Secretary / CAO / LA and equivalent posts
in administration with eight years regular
service in the grade
d) Failing which by deputation of officers under
the Central or state Government or Union
territories or Autonomous Bodies.
(i) Holding analogous posts or regular
basis in the parent Cadre/Deptt.
Or
(ii) With two years regular service in the
scale of Rs. 16,40020,000/-



PROPOSED RECRUITMENT RULES FOR THE POSTS OF JOINT SECRETARY
(FINANCE)

Or
(iii) With three years regular service in scale
of Rs. 14,300- 18,300/2) Possessing 15
years administrative experience.
11 Period of deputation
Three years extendable up to five years.
12
If a Departmental Promotion Committee
exists, what is its composition
1) DG, ICAR-Chairman
2) Chairman, ASRB-Member
3) Outsider expert - Member Nominated
by the DG
4) Financial Advisor, DARE/ICAR -
Member
5) Secretary, ICAR-Member Secretary
13 Remarks




1
Name of the Post Joint Secretary (Finance)
2
Classification Administrative Group A
3 Scale of Pay Rs.18400 -500-22400
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments N.A.
6 Educational and other qualification
required for direct recruitment
N.A.
7
Whether age and qualification required for
direct recruits will apply case of
promotees
N.A.
8
Period of Probation, if any N.A.
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacancies to be filled by various modes.
1) By promotion
2) Failing which by deputation
10 In case of recruitment by promotion/
deputation / absorption, grades from
which promotion / deputation / absorption
is to be made.
By Promotion of
a) Comptroller with two years regular service in
the grade
b) failing which by promotion of Director
(Finance)/ (Audit) in the pay scale of
Rs.14300-18300 with three years regular
service in the grade
c) failing which by promotion of Deputy
Director (Finance) / (Audit) / Chief Fin.&
Accounts Officer in the pay scale of
Rs.12000-16500 with eight years regular
service in the grade
d) Failing which by deputation of officers under
the Central or state Government or Union
territories or Autonomous Bodies.
(i) Holding analogous posts or regular
basis in the parent Cadre/Deptt.
Or
(ii) With two years regular service in the
scale of Rs. 16,400-



PROPOSED RECRUITMENT RULES FOR THE POST OF LEGAL ADVISOR AT

20,000/
Or
(iii) With three years regular service in
scale of Rs. 14,300- 18,300/2) Possessing
15 years Financial; Management/Accounts
Management experience.
11 Period of deputation
Three years extendable up to five years.
12
If a Departmental Promotion Committee
exists, what is its composition
DG, ICAR-Chairman
Chairman, ASRB-Member
Outsider expert - Member
Nominated by the DG
Financial Advisor, DARE/ICAR-
Member
Secretary, ICAR-Member Secretary
13 Remarks




THE TNDTAN COUNCIL OF AGRICULTURAL RESEARCH
1. Name of the post LEGAL ADVISOR
2. Classification Administrative Group A
3. Scale of Pay Rs.12000-375-16500
4.
Whether Selection Post or Non-selection
Post
Selection
5. Age limit for direct recruitment
45 years (The upper age is relaxable for
SC/ST/OBC as per the Government of India
rules)
6.
Educational & other qualifications
required for direct recruitment
Essential
i) Atleast second class Bachelors degree in
Law from a recognized Indian University.
ii) Ten years active practice in a Court in
India or 5 years experience as a Judicial
Officer or 8 years experience as a Law
Officer and / or Assistant Legal Advisor in
any Government / Autonomous Body office.
Desirable
Masters degree in Law from an Indian or
Foreign University.
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
No
8. Period of Probation, if any. Two years
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
vacancies to be filled by various modes.
100% by promotion failing which by
deputation failing which by direct
recruitment
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion / absorption is to be made.
(a) 100% by Promotion from amongst the
Law Officer in the grade of Rs.10000-15200
having not less than 5 years of regular
service in that grade
(b) failing (a) above by deputation of
officers holding analogous posts in the


12.
Government Departments / Autonomous
Bodies / Government Undertakings. The
period of deputation will ordinarily be for
a period of three years.
(c) failing (a) and (b) above by direct
recruitment as per the prescribed
qualifications by Interview of the
shortlisted candidates.
11. If a DPC/Selection Committee exists
what is its Composition.



Remarks
DG, ICAR or his
nominee
Chairman
Chairman, ASRB Member
Secretary, ICAR Member
An outside expert
nominated by DG,
ICAR
Member
An Officer not lower
in status than officers
under
consideration
belonging to SC/ST
community
nominated by DG,
ICAR
Member
Director (P) or an
equivalent officer
nominated by DG,
ICAR
Member
Secretary
PROPOSED RECRUITMENT RULES FOR THE POST OF LAW OFFICER
AT THE INDIAN COUNCIL OF AGRICULTURAL RESEARCH



1. Name of the post LAW OFFICER
2. Classification Administrative Group A
3. Scale of Pay Rs. 10000-325-15200
4.
Whether Selection Post or Non-selection
Post
Selection
5. Age limit for direct recruitment Not applicable
6.
Educational & other qualifications
required for direct recruitment
Not applicable
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
Not applicable
8. Period of Probation, if any.
Two years(Not applicable for existing
incumbent of the post of Law Officer)
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
vacancies to be filled by various modes.
100% by promotion
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion / absorption is to be made.
By Promotion from amongst the Law Officer
in the grade of Rs.8000-13500 having not
less than 8 years of regular combined service
in the grade of Rs.8000-13500 and Rs.6500-
10500 or Assistant Legal Advisor in the
grade of Rs.6500-10500 having not less than
8 years of regular service in the grade
11.
If a DPC/Selection Committee exists
what is its
Composition.

Secretary, ICAR or
his/her nominee
Chairman
An officer not lower
in status
Member
PROPOSED RECRUITMENT
RULES FOR THE POST OF
ASSISTANT
LEGAL ADVISOR UNDER THE
INDIAN COUNCIL OF
AGRICULTURAL RESEARCH


12.



Remarks
than officers under
consideration
nominated by
Secretary, ICAR

An outside expert
not lower in status
than officers under
consideration
nominated by
Secretary, ICAR
Member
An Officer not lower
in status than officers
under
consideration
belonging to SC/ST
community
nominated by
Secretary, ICAR
Member
DS(Admn.) Member
Secretary



1. Name of the post ASSISTANT LEGAL ADVISOR
2. Classification Administrative Group B
3. Scale of Pay Rs. 6500-200-10500
4.
Whether Selection Post or Non-selection
Post
Not applicable
5. Age limit for direct recruitment
24 to 35 years (The upper age is relaxable for
SC/ST/OBC as per the Government of India
rules. The upper age is also relaxable upto 45
years in the case of serving regular
employees of ICAR in the administrative
(ministerial) category)
6.
Educational & other qualifications
required for direct recruitment
A Bachelors degree in Law from a
recognized University.
Candidate should be an Advocate as defined
in the Advocates Act 1961 (25 of 1961) who
has practiced as such for five years or should
have worked in Central Government / State
Government / Autonomous Organizations in
the Legal Department for at least five years
or both dealing with legal matters.
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
Not Applicable
8. Period of Probation, if any. Two years
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
vacancies to be filled by various modes.
100% by direct recruitment
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion / absorption is to be made.
By direct recruitment as per the prescribed
qualifications by Interview of the shortlisted
candidates.


12.
11. If a DPC/Selection Committee exists
what is its Composition.



Remarks
Deputy Secretary
(Admn.), ICAR
Chairman
An officer not lower
in status than US
nominated by
Secretary, ICAR
Member
An outside expert
not lower in status
than US nominated
by Secretary, ICAR
Member
An Officer not
lower in status than
officers under
consideration
belonging to SC/ST
community
nominated by
Secretary, ICAR
Member
US(Admn.) Member
Secretary


PROPOSED RECRUITMENT RULES FOR THE POSTS OF REGISTRAR

1 Name of the Post Registrar
2 Classification Group A
3 Scale of Pay Rs.16400 -450-20900
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments N.A.
6
Educational and other qualification
required for direct recruitment
N.A.
7
Whether age and qualification required for
direct recruits will apply case of
promotees
N.A.
8 Period of Probation, if any N.A.
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacancies to be filled by various modes.
By promotion of Director (Administration) /
Personnel / Vigilance / Deputy Secretaries /
Chief Administrative Officers of ICAR failing
which by deputation from CSS or All India
Services.
10
In case of recruitment by promotion/
deputation / absorption, grades from
which promotion / deputation / absorption
is to be made.
Director (Administration) / Personnel /
Vigilance having two years of regular
service in ICAR in scale of Rs. 14300-400-
18300; failing which Deputy Secretaries /
Chief Administrative Officers of ICAR with
seven years of regular service in the scale
of Rs. 12000-375-16500
11 Period of deputation
Three years extendable up to five years.
12
If a Departmental Promotion Committee
exists, what is its composition
6) DG, ICAR or his nominee - Chairman
7) Member, ASRB-Member
8) Outsider expert - Member Nominated by
the DG
9) Director (S) of the concerned institute
(S) -Member
10) Secretary, ICAR-Member.
11) An officer not lower in status than
officers under consideration belonging to
SC/ST community nominated by DG, ICAR-
Member
12) Joint Secretary (Admn.), ICAR- Member
Secretary.








PROPOSED RECRUITMENT RULES FOR THE POSTS OF
COMPTROLLER

1 Name of the Post Comptroller
2 Classification Group A
3 Scale of Pay Rs.16400 -450-20900
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments N.A.
6
Educational and other qualification
required for direct recruitment
N.A.
7
Whether age and qualification required for
direct recruits will apply case of
promotees
N.A.
8 Period of Probation, if any N.A.
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacancies to be filled by various modes.
By promotion of Director (Finance) / (Audit) /
Deputy Director (Finance) / (Audit) / Chief
Finance and Accounts Officers of ICAR
failing which by deputation from organized
A&A service
10
In case of recruitment by promotion/
deputation / absorption, grades from
which promotion / deputation / absorption
is to be made.
Director (Finance) / (Audit) having two years
of regular service in ICAR in scale of Rs.
14300-400-18300; failing which Deputy
Director (Finance) / (Audit) / Chief Finance
and Accounts Officers of ICAR with seven
years of regular service in the scale of Rs.
12000-375-16500
11 Period of deputation
Three years extendable up to five years.
12
If a Departmental Promotion Committee
exists, what is its composition
(1) DG, ICAR or his nominee - Chairman
(2) Member, ASRB-Member
(3) Outsider expert - Member Nominated by the
DG
(4) Director (S) of the concerned institute (S) -
Member
(5) Secretary, ICAR-Member.
(6) An officer not lower in status than officers
under consideration belonging to SC/ST
community nominated by DG, ICAR-
Member
(7) Joint Secretary (Finance), ICAR- Member
Secretary.







PROPOSED RECRUITMENT RULES FOR THE POSTS OF DIRECTOR (Vigilance /
Administration/ Personnel
1 Name of the Post
Director (Vigilance / Administration/
Personnel
2 Classification Administration - Group "A
3 Scale of Pay Rs. 14300-400-18300
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments NA
6
Educational and other qualification
required for direct recruitment
NA
7
Whether age and qualification required for
direct recruits will apply case of
promotees
NA
8 Period of Probation, if any NA
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacancies to be filled by various modes.
By promotion failing which by deputation
10
In case of recruitment by promotion/
deputation / absorption, grades from
which promotion / deputation / absorption
is to be made.
By promotion of Deputy Secretaries/ Chief
Administrative officers / Secretary ASRB/
LA, ICAR in the pay scale of Rs. 12000-
16500 having five years of regular service in
the grade.
Failing which by deputation of officers of all
India services and central civil services
including CSS services whose names
appear in the panel for Directors and officers
holding analogous posts in state
government / autonomous bodies / PSUs
11 Period of deputation
Two year extendable up to three years.
12
If a Departmental Promotion Committee
exists, what is its composition
(1) DG, ICAR or his nominee - Chairman
(2) Member ASRB-Member
(3) Outsider expert - Member Nominated by the
DG
(4) Secretary, ICAR-Member.
(5) An officer not lower in status than officers
under consideration belonging to SC/ST
community
PROPOSED RECRUITMENT RULES FOR THE POSTS OF DIRECTOR
(AUDIT)/DIRECTOR(FINANCE)




nominated by DG, ICAR- Member (6)
Joint Secretary (Administration), ICAR-
Member Secretary.
13 Remarks




1 Name of the Post Director (Audit) / Director (Finance)
2 Classification Administration - Group "A
3 Scale of Pay Rs. 14300-400-18300
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments NA
6
Educational and other qualification
required for direct recruitment
NA
7
Whether age and qualification required for
direct recruits will apply case of
promotees
NA
8 Period of Probation, if any NA
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacancies to be filled by various modes.
By promotion failing which by deputation
10
In case of recruitment by promotion/
deputation / absorption, grades from
which promotion / deputation / absorption
is to be made.
By promotion of Deputy Director
(Finance/Audit) / Chief Finance & Accounts
Officer in the pay scale of Rs. 12000-16500
having five years of regular service in the
grade.
Failing which by deputation of officers of all
India services and central civil services
including CSS services whose names
appear in the panel for Directors and officers
holding analogous posts in state
government / autonomous bodies / PSUs
11 Period of deputation
Two year extendable up to three years.
12
If a Departmental Promotion Committee
exists, what is its composition
(1) DG, ICAR or his nominee - Chairman
(2) Member ASRB-Member
(3) Outsider expert - Member Nominated by the
DG
(4) Secretary, ICAR-Member.
(5) An officer not lower in status than officers
under consideration belonging to SC/ST
community
PROPOSED RECRUITMENT RULES FOR THE POSTS OF DIRECTOR
(AUDIT)/DIRECTOR(FINANCE)



nominated by DG, ICAR- Member (6)
Joint Secretary (Finance), ICAR- Member
Secretary.
is Remarks

PROPOSED RECRUITMENT RULES FOR THE POSTS OF ASSISTANT
FINANCE & ACCOUNTS OFFICER



1 Name of the Post Assistant Finance & Accounts Officer
2 Classification Administrative Group -B
3 Scale of Pay Rs. 6500-200-10500
4
Whether selection post or nonselection
post.
Selection
5 Age limit for direct recruitments
21-30 years (the upper age is relax able for
SC/ST/OBC as per the Government of India
rules. The upper age is also relaxable upto
45 years in the case of serving regular
employees of ICAR in the administrative
(ministerial) category
6
Educational and other qualification
required for direct recruitment
Graduation from recognized university.
DESIRABLE
1. Experience of Finance & Accounts work in the
Central or state Government Deptt/
Autonomous Bodies / Public Sector
Undertaking MBA Degree and Knowledge of
Computerized Accounting
7
Whether age and qualification required for
direct recruits will apply case of
promotees
NA
8 Period of Probation, if any Two years
9
Method of recruitment whether by direct
recruitment or by promotion or by
deputation / absorption and percentage of
vacaneis to be filled by various modes.
100% by promotion, failing which by
deputation and direct recruitment.
10
In case of recruitment by promotion/
deputation / deputation / absorption,
grades from which promotion / deputation
/ absorption is to be made.
(a) By promotion of Assistants/ UDCs/ LDCs
having passsed ICAR Audit and Accounts
examination after having rendered three
years regular service in Finance/Accounts
after passing A&A examination.
(b) Failing (a) above by deputation of suitable
SAS passed officers from organized Audit
and Accounts Departments and Services
PROPOSED RECRUITMENT RULES FOR THE POST OF JOINT DIRECTOR
(OFFICIAL LANGUAGE) AT INDIAN COUNCIL OF AGRICULTURAL
RESEARCH




having rendered 3 years of continuous and
regular service in the grade of Rs. 5500-
9000.
Note:- Those who pass ICAR A&A
examination 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.
(c) Failing (a) and (b) above by direct
recruitment as per the prescribed
qualification by interview at the concerned
institute level.
11 If a Departmental Promotion Committee
exists, what is its composition
1. Dy Secretary (Admn) ICAR - Chairman.
2. An Officer not lower in status than
US/SF&AO nominated by Secretary, ICAR-
Member
3. An outside expert not lower in status than
US nominated by Secretary, ICAR-Member
4. An Officer not lower in Status than US
belonging to SC/ST community nominated
by Secretary, ICAR- Member
5. US(Admn.)- Member Secretary
At the Institutes
1. Registrar/CAO (in absence of such Officer
and Officer of equivalents status nominated
by Director )- Chairman
2. CF&AO/SFAO/F&AO or his representative -
Member
3. SAO (in absence of such officer an officer of
equivalent status nominated by Director-
Member
4. An outside expert not lower in status than
AO nominated by Director -Member
5. An officer not lower in status than AO
belonging to SC/ST community nominated
by Secretary ICAR.- Member
6. AO(in absence of such officer an officer of
equivalent status nominated by Director -
Member Secretary.
12
Remarks




1. Name of the post Joint Director (Official Language)
2. Classification Administrative Group 'A'
3. Scale of Pay Rs.12000-375-16500
4.
Whether Selection Post or Non-
selection Post
Selection
5. Age limit for direct recruitment Not applicable
6.
Educational & other qualifications
required for direct recruitment
Not applicable
7.
Whether age & educational
qualification required for direct
recruits will apply in case of
promotees
Not applicable
8. Period of Probation, if any. Not applicable
9.
Method of recruitment whether by
Direct Recruitment or by promotion
or by deputation / absorption &
percentage of Vacancies to be filled
by various modes.
100% by promotion, failing which by
deputation from Central / State Govts.
10.
In case of vacancies filled by
promotion / absorption; grades /
sources from which promotion /
absorption is to be made.
By promotion of Deputy Directors (Official
Language) of the ICAR system in the pay
scale of Rs.10000- 15200 having rendered at
least 5 years service in the grade.
Failing above by deputation of officers the
Central Govt./State Govt. who are working
on analogous posts on regular capacity
11.
If a DPC/Selection Committee exists
what is its Composition.

DG, ICAR or his
nominee
Chairman

PROPOSED RECRUITMENT RULES FOR THE POST OF JOINT DIRECTOR
(OFFICIAL LANGUAGE) AT INDIAN COUNCIL OF AGRICULTURAL
RESEARCH


12.

















Remarks
Chairman,
ASRB
Secretary, ICAR
An outside
expert
nominated by
DG, ICAR
An Officer not
lower in status
than officers
under
consideration
belonging to
SC/ST
community
nominated by
DG, ICAR
Member
Member
Member
Member
Director (P) or an
equivalent officer
nominated by DG,
ICAR
Member
Secretary
PROPOSED RECRUITMENT RULES FOR THE POST OF DIRECTOR (OFFICIAL
LANGUAGE) AT INDIAN COUNCIL OF AGRICULTURAL RESEARCH



1. Name of the post Director (Official Language)
2. Classification Administrative Group 'A'
3. Scale of Pay Rs.14300-400-18300
4.
Whether Selection Post or Non-
selection Post
Selection
5. Age limit for direct recruitment Not applicable
6.
Educational & other qualifications
required for direct recruitment
Not applicable
7.
Whether age & educational
qualification required for direct
recruits will apply in case of
promotees
Not applicable
8. Period of Probation, if any. Not applicable
9.
Method of recruitment whether by
Direct Recruitment or by promotion
or by deputation / absorption &
percentage of Vacancies to be filled
by various modes.
100% by promotion, failing which by
deputation from Central / State Govts.
10.
In case of vacancies filled by
promotion / absorption; grades /
sources from which promotion /
absorption is to be made.
By promotion of Joint Director (Official
Language) of the ICAR system in the pay
scale of Rs.12000- 16500 having rendered at
least 5 years service in the grade.
Failing above by deputation of officers the
Central Govt./State Govt. who are working
on analogous posts on regular capacity
11.
If a DPC/Selection Committee exists
what is its Composition.

DG, ICAR or his
nominee
Chairman

Chairman, ASRB
or his
Member
PROPOSED RECRUITMENT RULES FOR THE POST OF SENIOR
PRINCIPAL PRIVATE SECRETARY AT INDIAN COUNCIL OF
AGRICULTURAL RESEARCH




nominee


An outside expert
not lower in status
than Deputy
Secretary
nominated by
DG, ICAR
Member


An Officer not
lower in status
than Deputy
Secretary
belonging to
SC/ST community
nominated by
DG, ICAR
Member


Director (P) or an
officer nominated
by DG, ICAR
Member
Secretary

12. Remarks
- -



1. Name of the post
SENIOR PRINCIPAL PRIVATE
SECRETARY
2. Classification Administrative Group A
3. Scale of Pay Rs.12000-375-16500
4.
Whether Selection Post or Non-selection
Post
Selection
5. Age limit for direct recruitment Not applicable
6.
Educational & other qualifications
required for direct recruitment
Not applicable
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
Not applicable
8. Period of Probation, if any. Not applicable
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
Vacancies to be filled by various modes.
100% by promotion
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion / absorption is to be made.
By promotion of Principal Private
Secretaries of the ICAR system in the pay
scale of Rs.10000-15200 having rendered at
least 5 years service in the grade.
11.
If a DPC/Selection Committee exists
what is its
Composition.

DG, ICAR or his
nominee
Chairman
Chairman, ASRB or
his nominee
Member
Secretary, ICAR Member
An outside expert
nominated by DG,
ICAR
Member
PROPOSED RECRUITMENT RULES FOR THE POST OF SENIOR
PRINCIPAL PRIVATE SECRETARY AT INDIAN COUNCIL OF
AGRICULTURAL RESEARCH


12.



Remarks

An Officer not
lower in status than
officers under
consideration
belonging to SC/ST
community
nominated by DG,
ICAR
Member
Director (P) or an
equivalent officer
nominated by DG,
ICAR
Member
Secretary
PROPOSED RECRUITMENT RULES FOR THE POST OF PRINCIPAL
PRIVATE SECRETARY AT INDIAN COUNCIL OF AGRICULTURAL
RESEARCH



1. Name of the post
PRINCIPAL PRIVATE
SECRETARY
2. Classification Administrative Group A
3. Scale of Pay Rs. 10000-325-15200
4.
Whether Selection Post or Non-selection
Post
Selection
5. Age limit for direct recruitment Not applicable
6.
Educational & other qualifications
required for direct recruitment
Not applicable
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
Not applicable
8. Period of Probation, if any. Two years
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
Vacancies to be filled by various modes.
100% by promotion
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion / absorption is to be made.
By promotion of Private Secretaries of the
ICAR system in the pay scale of Rs.6500-
10500 having rendered at least 8 years
service in the grade.
11.
If a DPC/Selection Committee exists
what is its
Composition.

Secretary, ICAR or
his / her nominee
Chairman
An officer not lower
in status than
Deputy Secretary
nominated by
Member
PROPOSED RECRUITMENT
RULES FOR THE POST OF
PRIVATE
SECRETARY UNDER INDIAN
COUNCIL OF AGRICULTURAL
RESEARCH


12.



Remarks
Secretary, ICAR

An outside expert
not lower in status
than Deputy
Secretary
nominated by
Secretary, ICAR
Member
An Officer not
lower in status than
officers under
consideration
belonging to SC/ST
community
nominated by
Secretary, ICAR
Member
Deputy Secretary
(Admn.)
Member
Secretary



1. Name of the post
PRIVATE SECRETARY
2. Classification Administrative Group B
3. Scale of Pay Rs. 6500-200-10500
4.
Whether Selection Post or Non-selection
Post
Non- Selection
5. Age limit for direct recruitment Not applicable
6.
Educational & other qualifications
required for direct recruitment
Not applicable
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
Not applicable
8. Period of Probation, if any. Not applicable
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
Vacancies to be filled by various modes.
50% by promotion
50% by Limited Departmental Competitive
Examination
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion / absorption is to be made.
a) 50% by promotion of Personal Assistants in
the pay scale of Rs.5500-9000 at the
respective Institutes/Headquarters having
rendered at least 8 years service in the grade
on the recommendations of the DPC.
b) 50% by way of Limited Departmental
Competitive Examination confined to
Personal Assistants in the pay scale of
Rs.5500-9000 at the ICAR Hqrs. / Institutes
having not less than five years regular
service in the grades as on Ist January / 1st
July respectively
PROPOSED RECRUITMENT
RULES FOR THE POST OF
PRIVATE
SECRETARY UNDER INDIAN
COUNCIL OF AGRICULTURAL
RESEARCH


CAO (in the absence
of such officer, an
officer of equivalent
depending on the exam. being held
during Ist/IInd half of a calendar
year c) Failing (a) and (b) above
by deputation of Private Secretary
working in
other
Institutes/Headquarters or by
deputation of Personal Assistants
(Rs. 5500-
9000)
having eligibility as per (a) above
working in other Institutes/ Hqrs.
The deputation will be for a period
not exceeding three years.


11. If a DPC/Selection Committee exists
what is its Composition.

Deputy
Secretary(Admn.),
ICAR
Chairman
An officer not lower
in status than Under
Secretary
nominated by
Secretary, ICAR
Member
An outside expert
not lower in status
than Under
Secretary
nominated by
Secretary, ICAR
Member
An Officer not
lower in status than
Under Secretary
belonging to SC/ST
community
nominated by
Secretary, ICAR
Member
Under Secretary
(Admn.)
Member
Secretary
At the Institutes
Chairman


12.



Remarks
status nominated by
Director)

SAO (in the absence
of such officer, an
officer of equivalent
status nominated by
Director)
Member
An outside expert
not lower in status
than Under
Secretary
nominated by
Director
Member
An Officer not
lower in status than
AO belonging to
SC/ST community
nominated by
Director
Member
AO (in the absence
of such officer, an
officer of equivalent
status nominated by
Director)
Member
Secretary
PROPOSED RECRUITMENT RULES FOR THE POST OF PERSONAL
ASSISTANT UNDER INDIAN COUNCIL OF AGRICULTURAL
RESEARCH



absorption is to be made.

1. Name of the post
PERSONAL ASSISTANT
2. Classification Administrative Group B
3. Scale of Pay Rs. 5500-175-9000
4.
Whether Selection Post or Non-selection
Post
Non- Selection
5. Age limit for direct recruitment
18 to 27 years [ The upper age is relaxable
for SC/ST/OBC as per the Government of
India rules. The upper age is also relaxable
upto 45 years in the case of serving regular
employees of ICAR in the administrative
(ministerial) category]
6.
Educational & other qualifications
required for direct recruitment
Graduation and one year diploma in
computers.
7.
Whether age & educational qualification
required for direct recruits will apply in
case of promotees
No
8. Period of Probation, if any. Two years
9.
Method of recruitment whether by Direct
Recruitment or by promotion or by
deputation / absorption & percentage of
Vacancies to be filled by various modes.
i) 75% by Direct Recruitment on the basis
of the open competitive examination by the
SSC.
ii) 15% by Limited Departmental
Competitive Examination confined to Steno.
Gr.III (Rs.4000-6000) of the respective
Institute / Hqrs. With at least three years
regular service as on 1st January/Ist July
respectively depending on the exam. Being
held during Ist/IInd half of a calendar year
iii) 10% by promotion of Steno.Gr.III
(Rs.4000-6000) at the respective
Institutes/Hqrs. Having completed atleast 5
years regular service in the grade.
10.
In case of vacancies filled by promotion /
absorption; grades / sources from which
promotion /
As given in col. 9(iii) above



11. If a DPC/Selection Committee exists
what is its Composition.



Deputy
Secretary(Admn.),
ICAR
Chairman
An officer not lower
in status than Under
Secretary
nominated by
Secretary, ICAR
Member
An outside expert
not lower in status
than Under
Secretary
nominated by
Secretary, ICAR
Member
An Officer not
lower in status than
Under Secretary
belonging to SC/ST
community
nominated by
Secretary, ICAR
Member
Under Secretary
(Admn.)
Member
Secretary
At the Institutes
CAO (in the
absence of such
officer, an officer of
equivalent status
nominated by
Director)
Chairman
SAO (in the absence
of such officer, an
officer of equivalent
status nominated by
Director)
Member
An outside expert
not lower in status
than Under
Member


12.



Remarks
Secretary
nominated by
Director

An Officer not
lower in status than
AO belonging to
SC/ST community
nominated by
Director
Member
AO (in the absence
of such officer, an
officer of equivalent
status nominated by
Director)
Member
Secretary


ANNEXURE -VIII
Minutes of the meetings of the Cadre Review Committee



MINUTES OF THE MEETING OF THE CADRE REVIEW COMMITTEE OF ICAR
FOR ADMINISTRATIVE AND ALLIED CATEGORY POSTS HELD AT BOARD
ROOM, NASC COMPLEX, PUSA, NEW DELHI ON 13.10.2007 AT 1200 HRS.
UNDER THE CHAIRMANSHIP OF SHRI N. PARTHASARTHY, FORMER FA,
DARE/ICAR
1. Minutes of the meeting held on 13.10.2007
2. Minutes of the meeting held on 29.10.2007
3. Minutes of the meeting held on 31.01.2008
4. Minutes of the meeting held on 18.02.2008
5. Minutes of the meeting held on 03.03.2008
6. Minutes of the meeting held on 13.03.2008
7. Minutes of the meeting held on 26.03.2008
8. Minutes of the meeting held on 19.04.2008
9. Minutes of the meeting held on 29-30/4/2008


The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ........ Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ........ Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ........ Member
4. Shri Madan Sarup, Under Secretary (Per.), ICAR ........ Member
5. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ... Spl. Invitee
6. Shri M.R. Sharma, Secretary (Staff Side), CJSC ........ Spl. Invitee
7. Shri Davinder Kumar, Secretary (Staff Side), HJSC ........ Spl. Invitee
8. Shri P.S. Jina, Secretary, IJSC, IVRI, Izatnagar ........ Spl. Invitee
9. Shri Vijay Kumar Sharma, Member, CJSC ........ Spl. Invitee
10. Shri L.D. Thukral, Member, CJSC ........ Spl. Invitee
11. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ........ Member Secretary
The Chairman initially invited suggestions/input in the matter from the
Members of the CJSC and HJSC.
Mr. M.R. Sharma, Secretary (Staff Side), CJSC explained about the existing
stagnation level of various posts specially the AAOs and Stenographers level posts
in ICAR institutes. He proposed that administrative category posts should be in
some reasonable proportion to the scientific strength of ICAR and also proposed that
the administrative category posts should be rationalized in appropriate proportion
as per Brahma Committee Report for Central Secretariat Services (CSS).
Mr. Davinder Kumar, Secretary (Staff Side), HJSC proposed that while making
recommendations by this Committee, identity of the ICAR Hqrs., may be kept intact
on the pattern of CSS. He also suggested that there should be a pooling system of
posts on zonal basis.
Views of Secretary, CJSC were also endorsed by other Members of the Staff Side,
representative of IJSC. They also proposed that a Committee should recommend
relaxation of age for serving ICAR employees for the directly recruited posts of AO,
FAO etc., cadres.
The Chairman listened to the views of representative of the Staff Side attentively
and assured them that all efforts will be made to include their views in the final
report of Cadre Review Committee as far as practicable and for this purpose he will
hold a final meeting with the Staff Side representative before submitting its final
report to the Council. At the same time, the Chairman requested them to bring out
their detailed proposal in writing for the improvement of recommendations of this
Committee as early as possible. The Chairman further directed to the Member
Secretary that Institute wise profile of all category of posts including scientist,
technical and budget level for each institute may be obtained and submitted before
Committee in the next meeting. It was also considered to invite wide range of
suggestions/input from ICAR Instts./Hqrs., for consideration by the Committee.


Thereafter, the Chairman further directed the Member Secretary to obtain the
information like sanctioned strength of all the administrative and allied category
post, their promotional avenues, existing salary structure, qualification criteria,
vacancy position, recruitment rules, hierarchy details, mode of promotion,
availability of training opportunities, details of post available in various projects of
ICAR, existing provisions of Limited Departmental Competitive Examination for
various posts etc. He also desired to know the parallels of these posts in Government
set-up and also in sister organizations like CSIR, AFHQ, ICCR, ICMR etc. He further
desired to know the details of attrition level in various posts and also the
implications for implementations of ADRP.
The Chairman was also of the view that the Report should contain a provision
for appropriate training in these categories of posts so that our manpower shall be
able to discharge multi-skilling, duties and functions. This may facilitate abolitions
of some posts at lower level and creation by upgradation of some higher level posts.
He also wanted to know the details of categories of posts that can be made dying
cadre.
The Chairman further desired to have the details regarding all the isolated posts
like Official Language posts, Legal posts, Sr. Sales Assistant etc., so that
discrepancies in these cadres may be removed.
It was unanimously decided that next meeting of the Committee will be held on
29
th
October, 2007 at 10.30 a.m. at Board Room, NASC Complex, Pusa, New Delhi.
MINUTES OF THE MEETING OF THE CADRE REVIEW COMMITTEE OF ICAR
FOR ADMINISTRATIVE AND ALLIED CATEGORY POSTS HELD AT BOARD
ROOM, NASC COMPLEX, PUSA, NEW DELHI ON 29.10.2007 AT 10:30 HRS.
UNDER THE CHAIRMANSHIP OF SHRI N. PARTHASARTHY, FORMER FA,
DARE/ICAR
The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ........ Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ........ Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ............. Member
4. Shri Rajiv Mangotra, Under Secretary (Vig.), ICAR ........... Member
5. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ... Spl. Invitee
6. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ............... Member Secretary
Initially the Committee deliberated on the status of the Group D employees of
ICAR and also the isolated posts falling under Official Language, Medical Officers,
Legal posts, canteen employees, security personnel and various other ex cadre posts
lying at ICAR Hqrs. Details of the discussion regarding each have been given as


under:-
Group D posts
Committee took a view that all Group D posts in ICAR should be abolished
ultimately and no further recruitment in this grade should be made. Savings
on account of this abolition may be shown as matching savings for
upgradation of other posts. The job presently done by these staff can be got
done by outsourcing.
The chairman also informed that VI
th
CPC is likely to recommend a single
pay scale for the existing three Group D pay scales.
He desired to know the details regarding number of Group D employees
who have already got or are likely to get first and second financial
upgradation under ACP scheme so as to take a view on matching savings.
Security Personnel
It was noted that presently the security job in ICAR is being performed by
the persons like security officer, security attendant, chowkidar, beldar etc.
The Chairman desired to know the details regarding the qualifications,
recruitment procedure, pay scales and promotional avenues of all these
posts.
It was also unanimously decided that no fresh recruitment should be made in
this grade and the job can be got done by outsourcing.
Medical Officers
The Committee was informed that in ICAR system number of
dispensaries/small hospitals have been established in various Institutes of
ICAR and Doctors, para-medical itself and other supporting staff have been
deployed there. Most of the medical officers are in the technical category
whereas a few are still holding the auxiliary category post inspite of the fact
that the Council has already abolished all the auxiliary category post.
Chairman suggested to obtain following brief details
- number of such dispensaries/ hospitals,
- their locations, details of para medical and other staff working there,


- number of employees including pensioners to whom these
dispensaries are providing medical facilities,
- details on expenditure on medical treatment for last three consecutive
years,
- age profile of doctors (whether retiring soon or later),
- total expenditure on running such hospitals,
- details of medical facilities where such doctors/dispensaries are not
available
Legal Posts
The Committee was informed that ICAR has presently the followings posts
to handle large number of legal cases of ICAR Hqrs., and its institutes:-
1. Legal Advisor (Rs. 12,000-16,500/-) - one
2. Law Officer (Rs. 8000- 13,500/-) - one
3. Asst. Legal Advisory ( Rs. 6500-10,500/-) - one
Jr. Law Officer (Rs. 5500-9000/-) - two
Committee took a view that the possibilities may be explored to get the legal
matters done by outsourcing by keeping counsel from different
expertise/specialization in the approved panel. Some persons from Finance
or Administrative Category who are legally qualified and have legal
background can be posted in Legal sections and some sort of incentives or
special pay may be granted to them. The Chairman, however, also suggested
to obtain the details like qualification and pay scales available for the posts
equivalent to those existing in the ICAR from the Ministry of Law or from
other Government organizations. Further, recruitment in these categories of
posts may be stopped forthwith.
Official Language Posts
Chairman suggested that complete profile of existing posts in official
language category in ICAR may be obtained.
Stenographer/PA Cadre posts
A brief account of existing posts in the grade of steno, PA and PS in ICAR


was given to the Chairman. The Chairman desired to know the GOI
(DOP&T) norms on the entitlement of an officer for the stenographic
assistance so that the actual requirement of posts in various categories like
steno/PA/PS/PPS/Sr. PPS can be identified. The Chairman desired to know
the details of administrative responsibilities of various categories of officers
in ICAR, level of budget handling by them, their workload and requirement
for handling confidential records by an individual officer so as to assess the
level of stenographic assistance required for various functionaries.
Finance Cadre Posts
The Chairman was given a detailed picture regarding number of finance
cadre
posts available in various grades in ICAR. He desired to know the total
number of finance cadre posts initially sanctioned in ICAR and the concept
behind the creation of these posts at initial stage.
General Discussions
As far as possible isolated posts may be either phased out and job can be got
done by outsourcing or it may be made ex-cadre post and filled up on
deputation basis.
Minimum qualification at entry level even for Group D employees may be
10
th
Pass with typing skill.
Computer literacy should be made compulsory for fresh recruit in all cadre
post and recruitment rules may be amended accordingly.
Institute wise analysis may be done for assessing requirement of various
posts in finance and administrative cadre including stenographic assistance.
A comparison of ICAR with Central Secretariat Services may be made and a
note may be prepared giving details of various anomalies that have crept in
ICAR as a result of non-implementation of government decisions for CSS
cadre posts.
Similarly, a note may also be prepared on anomalies in pay scales and
promotional avenues for ICAR institute based posts vis--vis ICAR Hqrs.,
based posts.
Approval of the competent authority to include Canteen employees and


Medical Officers of ICAR in the terms of reference of this committee may be
obtained.
Detailed profile of canteen employees posted in various Institutes of ICAR
may be obtained and compiled.
The existing ex-cadre posts that are being filled up on deputation basis
should be continued as far as practicable.
Chairman also took the view that all the institutes of ICAR may be put into
four categories depending on number of scientist posts available for them
and also the budget level being handled by them for identification of various
administrative and finance category post required by them. The four
categories could be:-
Number of Scientists Posts Category
0-50.1 First
51-100.1 Second
101-200.1 Third
More than 200 Fourth
MINUTES OF THE MEETING OF THE CADRE REVIEW COMMITTEE OF ICAR
FOR ADMINISTRATIVE AND ALLIED CATEGORY POSTS HELD AT CR-II,
KRISHI BHAWANNEW DELHI ON 31.01.2008 AT 11:00 HRS. UNDER THE
CHAIRMANSHIP OF SHRI N. PARTHASARTHY, FORMER FA, DARE/ICAR
The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ........ Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ........ Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ............. Member
4. Shri Rajiv Mangotra, Under Secretary (Vig.), ICAR ........... Member
5. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ... Spl. Invitee
. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ................ Member Secretary
After welcome address the committee deliberated on the various issues
relating to the cadre review. The individual members submitted their viewpoints
before the Committee
Shri M.K.Jain, Member pointed out that the ICAR must have a few higher
level posts in the pay scale of Rs. 16,400 - 20,000 for the posts like Director (P),
Director (F) and Registrars of all the four Deemed Universities of ICAR. He further
suggested that since the post of Secretary, ICAR has been upgraded from Joint


Secretary to Additional Secretary, it would be, therefore, justified that the
Committee may recommend two Jt. Secretary level posts viz., JS (Admn.)/(Pers.)
and JS (Fin.) in ICAR also.
The Chairman suggested to procure the recruitment rules of Jt. Secretary and
examine the issue.
Shri Sanjay Gupta, Dy. Secretary (Admn.) submitted his view that the
recommendations of this Committee may be based on the Brahma Committees
Report on CSS. ICAR may also consider the abolition of the lower level posts like
LDC, UDC etc., and direct recruitment may be made only at the level of Assistant. It
was further proposed by him whether the Committee may recommend the merger
of administrative and finance cadre posts of ICAR.
As regards the adoption of principle envisaged in the Brahma Committee
Report the Chairman suggested that the issue may be examined with detailed
justification whether administrative cadre of ICAR institutes and Hqrs., can start
with the post of Assistant and the LDC/UDCs post may treated as dying cadre. As
regards merger of administrative and finance cadre posts the Chairman suggested
that there may be some practical difficulty in managing the affairs of the Institute
under conflicting situation as both finance and administrative cadre posts function
separately in balancing way. However, he favoured the merger of these grades from
a certain level of posts.
Chairman appreciated the views of members and expressed his views that
the ICAR seems to have been sidelined in respect of the pay scales and other benefits
enjoyed by the employees of the Central Government. He desired to explore the
possibilities whether ICAR can be brought into the main stream and allowed to take
its independent decisions in the matter of pay scales and service conditions on the
pattern of Central Sectt. Service or other sister organizations like CSIR. He, therefore,
wanted to have details regarding CSIR and also in Central Sectt. Services for
drawing a parallel with ICAR. The Chairman further advised Ms. Rashmi Rao to
draw a pyramidical structure of various administrative and allied posts available in
ICAR and CSIR.
The question of inter-institutional mobility and also between institutes and
Hqrs., was also raised by the members. The Chairman suggested to explore the
possibilities at what level of post such a mobility can be resorted to.
Eventually the Chairman resolved that the committee may conclusively
recommend on the following lines:-
(i) Recommendations that can give immediate relief to the employees in the
matter of pay scales and promotional avenues.
(ii) To examine and explore possibilities that can be beneficial in the long
term. For this, the committee can study the CSIR system as to how they
have been able to carry out their organization structure satisfactorily even
as an autonomous organization (like ICAR) and find out if we can
recommend with justification either to adopt CSIR system or the system
extended by the Govt. of India for Central Secretariat Services.


It was decided to hold next meeting of this committee on 18 February, 2008 at
2.30 P.M.
Later, the Chairman and the Member Secretary had a brief meeting with Mrs.
Sushma Nath, Member Secretry of the 6
th
CPC in her officer wherein they submitted
before her the case of ICAR that could be relevant for the recommendations likely to
be made by this committee.
MINUTES OF THE MEETING OF THE CADRE REVIEW COMMITTEE OF ICAR
FOR ADMINISTRATIVE AND ALLIED CATEGORY POSTS HELD AT CR-II, KRISHI
BHAWAN, NEW DELHI ON 18.02.2008 AT 2:30 HRS. UNDER THE CHAIRMANSHIP
OF SHRI N. PARTHASARTHY, FORMER FA, DARE/ICAR
The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ......... Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ......... Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ......... Member
4. Shri Rajiv Mangotra, Under Secretary (Vig.), ICAR ......... Member
5. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ........ Spl. Invitee
6. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ................ Member Secretary
At the outset of the meeting the Chairman informed members about his recent
discussion regarding anticipated report of this Committee with Secretary, ICAR and set
a deadline of 31
st
March, 2008 by which date the Committee must submit its final report
to the ICAR. In other words, the Committee can no longer keep its report pending till
outcome of the 6
th
CPC Report.
As desired in the last meeting held on 31.1.2008 two of the members submitted
their brief summary of the draft recommendations in respect of finance cadre posts and
administrative cadre posts respectively. Number and level of posts prescribed for
various institutes/units of ICAR were based on the size of the budget being handled by
the individual institutes/unit.
After deliberate discussion on this draft recommendation, it was unanimously
felt necessary to compile all the data regarding number of various level of posts
available, its existing distribution/location. These data should be refined and made
foolproof.
Thereafter the Chairman suggested the members to work out the following
exercises in respect of both ICAR Hqrs. oriented posts and also for institute oriented
posts for giving final shape to the recommendations of this Committee.
i) To look into the possibilities to bring down the number of pay scales in
ICAR by merging near identical pay scales.
ii) To identify the post that can be phased out and their respective services
can be got performed by outsourcing.


iii) To identify the posts at which level the finance cadre post and the
administrative category posts can be amalgamated by framing a common
recruitment rules and other aspects like minimum number of years of
services required in a particular grade in administrative or finance for such
merger.
The Chairman further suggested the members to examine the following issues
and come out with recommendations with full justifications:-
i) Whether the lower level posts like LDC, UDC and isolated posts like
security assistant, security officer, Gr. D Stenographer, legal posts in
institutes, data collector, research assistant, sr. sales assistant, medical
officer, dispatch rider, junior accounts officer can be phased out and job
performed by them can be, if required, got done by outsourcing. There
shall be no future recruitment in these grades of posts.
ii) Some norms may be decided for recommending various level of
stenographic/personal assistant required for various level of functionaries.
iii) The Committee may fine tune its norm as to which level and size of
manpower from administrative and finance category of posts should be
required to handle different level of budget provisions by the institutes
iv) How many posts in various grades can be upgraded at those institutes
who are not having adequate level of required posts in relevant category.
v) For making recommendations regarding PA/PS positions also some
norms should be developed, also after taking into account the existing
Government norms for deployment of PA/PS in various
Ministries/Departments.
Eventually the Chairman suggested the members to prepare a draft report of this
Committee and submit it before the next meeting of this Committee.
It was further decided that the Committee may meet again on 3
rd
March, 2008 at
11:00
a. m. and thereafter on 13
th
March, 2008 at 1:00 p.m. at Krishi Bhawan, New Delhi.
Members of the CJSC may also be invited for attending the meeting scheduled for 13
th

March, 2008 from 3 p.m. onwards.
The meeting ended with vote of thanks to the Chair.
MINUTES OF THE MEETING OF THE CADRE REVIEW COMMITTEE
OF ICAR FOR ADMINISTRATIVE AND ALLIED CATEGORY POSTS
HELD AT CR-I, KRISHI BHAWAN, NEW DELHI ON 3.3.2008 AT 11:00
HRS. UNDER THE CHAIRMANSHIP OF SHRI N. PARTHASARTHY,
FORMER FA, DARE/ICAR
The following were present:-


1. Shri N. Parthasarathy, former FA, DARE/ICAR ......... Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ......... Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ......... Member
4. Shri Rajiv Mangotra, Under Secretary (Vig.), ICAR ......... Member
5. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ........ Spl. Invitee
6. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ................ Member Secretary
On this date, the Committee mainly deliberated on the draft report including
norms for recommendations. Institute / Unit wise requirements of manpower to various
grades was discussed thoroughly. It was also decided that we may mention special
justification for the provision of additional manpower for those Zonal Coordinating Unit
with low annual budget. However, on enquiry it was confirmed that all the ZCUs have
almost identical budget. Therefore, the manpower in all the ZCUs be same.
While considering the requirement for NAARM, Hyderabad, the Chairman
suggested that the Director, NAARM may be requested to attend the next meeting of this
Committee alongwith related documents/information scheduled to be held on 13
th
of
March, 2008.
The Chairman also suggested to examine and identify the stage at which a central
cadre of ICAR can be formed by merging field and Headquarters. He further suggested
to obtain the views of staff representative also before making any recommendation on
this matter.
In the context of formation of a merged cadre of administrative and finance posts,
the Chairman suggested to examine whether a common cadre may be continued for a
certain period of time (say 10 years or so) with the option that individual may go back to
the separate cadres of administration and finance.
As regards provision for the creation of JS level post, the Chairman suggested that
special mention may be made in the recommendations of this Committee that these posts
will be filled up in due course of time only when departmental candidates are available.
The next meeting the Committee may be held on 13
th
March, 2008.
Meeting ended with a vote of thanks to the Chair.
MINUTES OF THE MEETING OF THE CADRE REVIEW
COMMITTEE OF ICAR FOR ADMINISTRATIVE AND ALLIED


CATEGORY POSTS HELD AT CR-II, KRISHI BHAWAN, NEW
DELHI ON 13.3.2008 AT 10:00 HRS. UNDER THE CHAIRMANSHIP
OF SHRI N. PARTHASARTHY, FORMER FA, DARE/ICAR
The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ......... Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ......... Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ......... Member
4. Shri Rajiv Mangotra, Under Secretary (Vig.), ICAR ......... Member
5. Dr. P. Das, DDG (Agrl. Extn.), ICAR ........ Spl. Invitee
6. Dr. Mruthyunjaya, ND, NAIP ......... Spl. Invitee
7. Dr. S.M. Ilyas, Director, NAARM, Hyderabad ........ Spl. Invitee
S. Shri H.C. Pathak, Director (Fin.), ICAR, Hqrs. Spl. Invitee
9. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ........ Spl. Invitee
10. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ................ Member Secretary
After welcome address the Chairman further outlined the norms for
positioning of the manpower in administrative and finance category for various
institutes. He pointed out that the total strength of the scientists should also be
taken into account for recommending manpower in administrative/finance
category. The criteria may be Institute having scientists strength below 20, between
21-50, between 51-100, between 101-200 and for deemed universities. Number of
assistants/UDCs/LDCs etc., should also depend on the institutes having more
number of regional centres/stations. For example, NBSSLUP, Nagpur; CMFRI,
Cochin; CSWCRTI, Avikanagar; IARI, New Delhi; IVRI, Izatnagar; CPRI, Shimla;
CPCRI, Kasargod; ICAR Research Complex for NEH Region, Barapani should have
special consideration for availability of manpower in this category. Chairman was
of the view that requirements for new projects can be got done only by outsourcing
of administrative staff as provided under GFR.


Subsequently, Director, NAARM was apprised of the broad outlook of the
Committee that may be part of its recommendations and was requested to express
his viewpoint that may be relevant for the Committee. His views are summarized as
under:-
(i) He was in agreement with the Committee's view for phasing out the posts
like LDCs, UDCs and get these jobs done through outsourcing. The post
should start from Assistant level and nomenclature of posts could be
different on the pattern of corporate sectors.
(ii) The Committee should make sincere efforts for removal of stagnation in
all cadres, as unsatisfied lot of manpower will hardly be productive.
Further, the promotional avenues for both finance cadre personnel and
administrative cadre personnel should be the same.
(iii) There is no need to copy Government system, and ICAR having
autonomous status can have its own policy for governing administrative
and finance cadre personnel as well.
(iv) Since there are no posts of officers in finance cadres at many institutes of
ICAR, all efforts should, therefore, be made to provide a finance cadre
post as well at par with the administrative cadre posts.
(v) There should be some kind of ratios between total number of scientist
strength and administrative posts strength except for peculiar institutes
like NAARM, Hyderabad, where this ratio could be different.
(vi) There are number of anomalies in the system that should be removed. For
example, it has been observed that in most of the institutes no
Stenos/PAs with shorthand efficiency are required in the present scenario.
Only the people trained in computer and also to manage the modern office
are required. Therefore, number of PA's post could be reduced and at their
place Assistants with multi-level proficiency may be recruited. There could


be a pool of stenographers and individual officer as and when feels necessary
can get benefits from this.
(vii) Mobility between ICAR Hqrs. to Institutes and vice-versa and also between
institute to institute atleast at a same city/station should be encouraged at
higher level posts like S.O./AAO, US/Sr. A.O, DS/Ch.A.O. etc.
(viii) There is no incentive for those who have passed ICAR Audit and Accounts
exam. There should be, therefore, some kind of promotion to higher post, not
merely advance increments.
(ix) Promotion and assessment system should be irrespective of vacancies also
for administrative and finance personnel.
(x) Periodical training specially multi-skill training should essentially be
imparted to all the employees to have a share knowledge and experiences.
(xi) In the last, the Director, NAARM was apprised of the draft recommendations
in respect of NAARM, Hyderabad and he broadly agreed to the same.
Views expressed by ND, NAIP may be summarized as under:-
(i) Talented persons are looking for opportunities outside ICAR due to lack of
adequate avenues of promotion. This should be addressed properly with
long term strategy.
(ii) Administrative and Finance cadre posts should be separate. It can be
merged provided the manpower to be recruited can have the common
skill and qualification. Entry level post in ICAR should be Assistant.
(iii) All employees should be given training preferably at outside their
working place atleast after every 3-4 years. Training should also be
through constant interfacing with the employees to give them a feeling of
individual's importance in the organization.
(iv) Some kind of financial incentives or reward/recognition including oral
appreciation for good work should also be provision for given to the


employees.
(v) Promotion should be based on the performance and there should be fast
track promotion for excellent performer. Talented candidates from other
organizations can also be recruited through lateral entry.
(vi) There could be no stenographers post attached to Directors or senior
officers but some kind of person with skill in public relations and
knowledge of office management, liaisoning and communication skill can
be recruited.
Views of DDG (AE)
DDG (AE) was apprised of the disparity in budget allocation for different
ZCUs as noted by the Committee earlier and was requested to enlighten the
position. Thereafter the DDG (AE) explained the detailed background regarding
creation and functioning of ZCUs. He also informed the Committee about a recent
proposal for the upgradation of some of the ZCUs to PDs. His views may be
summarized as under:-
(i) At number of ZCUs, virtually there is no administrative or finance wing
causing lot of difficulties in managing the ZCUs. He proposed that there
should be adequate number of finance and administrative cadre post
proportionately for ZCUs also.
(ii) Atleast one post each of AO and F&AO should be available for each
institute of ICAR.
(iii) Administrative cadre post could start from Assistant with all all-India
transfer liability.
It was unanimously decided that the next meeting of this Committee may be
held on 26.3.2008 at 10 a.m. at ICAR Hqrs., Krishi Bhawan, New Delhi. DDG(Fy.),


DDG (CS), DDG(AS), Director (Per.) and both the Director (Fin.) may be invited to
attend the next meeting.
The meeting ended with the vote of thanks to the Chair.
MINUTES OF THE MEETING OF THE CADRE REVIEW
COMMITTEE OF ICAR FOR ADMINISTRATIVE AND ALLIED
CATEGORY POSTS HELD AT CR-II, KRISHI BHAWAN, NEW
DELHI ON 26.3.2008 AT 11:00 HRS. UNDER THE CHAIRMANSHIP
OF SHRI N. PARTHASARTHY, FORMER FA, DARE/ICAR
The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ......... Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ......... Member
3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ......... Member
4. Dr. S. Ayappan, DDG (Fy.), ICAR ......... Spl. Invitee
5. Dr. K.M. Bujarbaruah, DDG (Animal Sciences.), ICAR ....... Spl. Invitee
6. Dr.P.L. Gautam, DDG (Crop Sciences), ICAR ....... Spl. Invitee
7. Shri K.K. Bajpai, Director (Per.), ICAR Hqrs. ....... Spl. Invitee
8. Shri H.C. Pathak, Director (Fin.), ICAR Hqrs. ....... Spl. Invitee
9. Shri Devendra Kumar, Director (Fin.), NAIP ....... Spl. Invitee
10. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ....... Spl. Invitee
11. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ................ Member Secretary
After welcome address the Committee noted that the recommendations of
the VI CPC have already been published and this has to be examined thoroughly.
The Chairman advised the Members to go through these recommendations, identify
the problem of ICAR that has not been solved through these recommendations and
think for the alternatives. The Chairman further suggested that instead of making
cadre restructuring in ICAR, the Committee may now recommend a work oriented
organizational structure of ICAR with functional justification for various posts. For
this a suitable norm may be evolved with the sole motive of enhancing
organizational efficiency which will ultimately increase productivity.
Recommendation of the Committee may include, the 'Existing Organizational


Structure' and the 'Proposed Organizational Structure' with adequate justification in
respect of budgetary position, number of scientists posts, overall existing manpower
strength etc. Management tools like job enrichment through job rotation, multi-
skilling training may also be stressed. Some kind of leave like study leave etc., may
be granted to deserving candidates to give them opportunity to acquire adequate
and desired qualification. All existing vacancies except in promotional post may be
frozen until decisions on VI CPC recommendations are taken.
Subsequently, the Chairman briefed all the Special Invitees of this meeting
regarding the broad views of the Committee and its likely recommendations on
many issues and invited their points of view on the same. The views given by them
have been summarized as under:-
DDG (Crop Science)
There may be problem after the complete abolition of Gr. 'D' posts as, a large
number of casual labourer with temporary status who have been working since long
will loose opportunity for getting regular job/post. He, although, agreed to the
outsourcing of jobs wherever possible but suggested that wherever possible some
Gr. 'D' job can be got done only through regular manpower. Administrative and
Finance/Accounts personnel in ICAR Institutes should be rationalized. If required,
there may be a common cadre for certain level of posts. A common pool of
manpower with combined seniority may be created at a place where two or more
Institutes of ICAR are located. He agreed for the inter- institutional transferability of
AAOs/AF&AOs.
DDG (Fisheries)
Number of Institutes/Centres of ICAR which are particularly located in
North-East or other backward areas are facing problems in getting their job done
through outsourcing as contractors are not readily available. No adequate
manpower is available even for the discharge of minimum level of functions. These
problems should be addressed suitably. Staff should be imparted adequate training
particularly in-house/tailor made training in the matter of procurement, supply
management especially where certain institutes are functioning in partnership
environment. He also supported the inter- institutional transferability of
AAO/AF&AO.
DDG (Animal Sciences)
Ratio between the sanctioned strength of administrative staff and scientists
may be rationalized. He also supported the proposal for the inter- institutional
transfer of AAOs/AF&AOs. He broadly agreed to the views of the Chairman on the
availability of manpower for various institutes/centres on the basis of functional
requirement.
The Chairman suggested the DDGs to give their inputs in writing also if they


feel so necessary.
Director (Finance), NAIP
He submitted his view points in writing that included need for the
development of human resources through proper training, orientation course etc.,
requirement of same level of finance personnel as of administrative personnel at all
the units of ICAR, creation of Jt. Secretary level posts both in administration and
finance divisions at ICAR Hqrs. All the Institutes of ICAR must be headed by at
least an F&AO level officer.
Director (Personnel)
Level of leadership in administrative and finance cadre posts in institutes
have deteriorated in recent years. It should be upgraded atleast at deemed
universities. Regional stations also require better leadership. Manpower positions
may also be based on land area component, hierarchy. Officer oriented system may
be adopted phasing out lower level posts in corresponding and phased manner.
AAO/AF&AOs posts may also be made cadre based posts with All-India transfer
liabilities. He broadly agreed for a common pool of administrative and finance
personnel at certain level of posts. Norms for common cadre for administration and
finance should be more clear.
Director (Finance), ICAR Hqrs.
Each section in Finance Division should be headed by AF&AO, not S.O.
Supported the views on inter-institutional transfer, common cadres for finance and
administration, phasing out of some posts, multi tasking of jobs. All the Institutes of
ICAR must be headed by atleast an F&AO level officer.
It was decided to hold next meeting of the Committee on 19.4.2008 at KAB-
II/NASC and DDG (Hort.), DDG (NRM), DDG (Edn.) and members of CJSC/HJSC
may be invited to attend the same.
The meeting ended with vote of thanks to the Chair.
MINUTES OF THE MEETING OF THE CADRE REVIEW
COMMITTEE OF ICAR FOR ADMINISTRATIVE AND ALLIED
CATEGORY POSTS HELD AT CR-II, KRISHI BHAWAN, NEW
DELHI ON 19.4.2008 AT 11:00 HRS. UNDER THE CHAIRMANSHIP
OF SHRI N. PARTHASARTHY, FORMER FA, DARE/ICAR
The following were present:-
1. Shri N. Parthasarathy, former FA, DARE/ICAR ......... Chairman
2. Shri M.K. Jain, Sr. A.O., IARI, New Delhi ......... Member


3. Smt. Rashmi R. Rao, Sr. F&AO, NAIP, New Delhi ......... Member
4. Shri M.R. Sharma, Secretary, CJSC ......... Spl. Invitee
5. Shri L.D. Thukral, Member, CJSC ....... Spl. Invitee
6. Shri P.S. Jena, Secretary, IJSC, IVRI ....... Spl. Invitee
7. Shri M.G. Sivadasan, Secretary, IJSC, CMFRI ....... Spl. Invitee
S. Shri Davinder Kumar, Secretary, HJSC, ICAR Hqrs Spl. Invitee
9. Shri K.N. Choudhary, Under Secretary (Admn.), ICAR ....... Spl. Invitee
10. Shri Sanjay Gupta, Dy. Secretary (Admn.), ICAR ................ Member Secretary
After welcome address, the Chairman explained to the staff representatives
about the progress of the Cadre Review Committee so far and also the salient
features of the likely recommendations of this Committee and invited their
suggestions in the context of the recommendations of the VI CPC.
Shri M.R. Sharma, Secretary (SS) submitted that where the VI CPC has
recommended a unified pay scale of Rs. 6500-10,500 for the post of Assistant posted
at both ICAR Hqrs. and in ICAR institutes, the Commission has discriminated with
AF&AOs and AAOs of ICAR institutes vis--vis Section Officer of ICAR Hqrs.
although both these posts are presently in the same pay scale of Rs. 6500-10,500. He
suggested that like S.O.s and AAOs, AF&AOs should also be given the pay scale of
Rs. 7500-1200 and Rs. 8000-13,500 (after 4 years). He submitted that since Assistants
at ICAR Hqrs. and Institutes are being recruited from the same exam conducted by
Staff Selection Commission, the above differentiation in their promotion post of
AAO/SO will, therefore, bring serious anomaly. He also requested for the parity in
the pay scale of steno/PA cadres posted in ICAR Institutes vis--vis at ICAR Hqrs.
Staff representative from IVRI highlighted about the present level of
stagnation in IVRI and also at other Institutes of ICAR and requested for
rationalization of various promotional posts in administrative cadre.


Staff representative from ICAR Hqrs., submitted that the grant of non-
functional pay scale of Rs. 8000-13500 should have a mention in the
recommendations of the Cadre Review Committee. He further submitted that there
should not be any transfers for the post below the level of US from ICAR Hqrs., to
institutes even at one station as ICAR Hqrs. functions as Secretariat of ICAR.
The Chairman agreed that the discrimination in respect of pay scales for
officers/staff in ICAR Institutes vis--vis at ICAR Hqrs. should be removed as far as
possible. He raised hope that many issues will be resolved through the
recommendations of VI CPC.
The Chairman further suggested that our recommendation may contain a
separate Chapter indicating the specific recommendation of VI CPC which are
relevant to ICAR and should be hence implemented. He also suggested the staff
representatives to go through the recommendations of the VI CPC and identify the
issues which have not been addressed in it but are relevant for ICAR.
The Committee also observed that the post of Hindi Translators in ICAR are
under technical category whereas the higher post like AD(OL), DD(OL) and Director
(OL) are in administrative category. Hence, there is a need for rationalization of all
these posts also in the light of recommendations of VI CPC for CSOLS. The
Chairman suggested that detailed information about Hindi Translators may be
sought from the Institutes for examination of this issue.
The concept of corporate pool based on DRDO was also discussed. Chairman
told that these posts are called cadre balancing posts, hence, the roster/seniority
problems in this new concept have also to be understood.
Staff Side unanimously stressed for the need of effective training to the
employees specially for Gr. 'D' employees. The Chairman agreed that the Committee


should recommend a provision to encourage them to get more educational
qualification and multi-skilling training for which they may be given a kind of leave
like study leave etc. for six months or so. At some places where there are 2-3 or more
institutes, staff should be moved from one institute to another for exposure and to
learn in different work culture.
The meeting attended with a vote of thanks to the Chair.
Minutes of the Meeting of the Cadre Review Committee of ICAR for Administrative
and Allied Category Posts held at KAB-II / KB, New Delhi on 29
th
and 30
th
April 2008
under the chairmanship of Shri N. Parthasarathy, former FA, DARE/ICAR.

Chairman, CRC alongwith DS(A) visited and met Chairman, ASRB to solicit
his suggestions, views regarding the ongoing cadre review exercise.
2. Chairman, CRC explained to the DDGs about the norms etc. being
formulated by the CRC for the cadre restructuring of the ICAR Institutes/Units
on functional basis. Chairman, CRC requested the DDGs to submit their
suggestions in view of the proposed cadre structures in respect of the Institutes
under their Divisions. It was observed that in view of the recommendations of
the Sixth CPC, we will have to follow the Assistant based system.
3. DDG (Hort.) explained the importance of the Horticulture sector in the
present and coming times. There has been a quantum jump in this sector.
Secondly, a lot of coordinated Projects have been merged, so the structure should
The following were present on 29.4.2008:
1. Shri N. Parthasarathy ............... Chairman
2. Shri M. K. Jain, Sr. AO .............. Member
3. Smt. Rashmi R. Rao, Sr.FAO .... Member
4. Shri Rajiv Mangotra, US Member
5. Shri Sanjay Gupta, DS(A) Member
Secretary
6. Dr. HP. Singh, DDG (Hort.) ..... Spl. Invitee
7. Dr. Nawab Ali, DDG (Engg.) .... Spl. Invitee
8. Dr. S.P. Tiwari, DDG (Edn.) ..... Spl. Invitee
9. Dr. A.K. Singh, DDG (NRM) ..... .. Spl. Invitee


be such that the work should not suffer. Thirdly, DDG(H) suggested Division-
based or Region-based seniority of the staff.
4. DDG (Engg.) pointed out that at some places, promotions are not carried out
timely. Therefore, timely promotions should be ensured. Secondly, DDG (Engg.)
observed that the purchase system should be made more efficient and
accountable. He
also suggested that in the deemed universities, there should be at least one post of
JD(A).
5. Chairman, CRC took note of the Ministry of Finances letter regarding
strengthening of the Internal Audit.
6. DDG (Edn.) pointed out that NAARM is an Institute of educational importance.
He said that Education and HRD are two different things. Our focus should be such
that the training of the staff helps in meeting the organizational goals. We should
keep on sharpening the saw. Promotions should not be allowed if the employees
have not undergone the specified training prescribed for their level. Our efforts
should be for knowledge building, skill development and attitude building.
7. DDG (NRM) pointed out there are some regional stations where there is no
administrative staff. He discussed the status / size / working of the Institutes in the
NRM Division. He agreed to the proposed structure in respect of the NRM Division.
8. It was discussed that there should be motivation increments and at least three
day outstation training should be must for all.
30.4.2008
Chairman, CRC asked the members to review the relevant recruitment rules and
for examining its parity on the pattern with CSS. He reviewed the progress of the
work done by the member of the Committee and directed all concerned to complete
the work for finalizing the Report timely.