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1. The State of India’s Pollution Control Boards: Who is in the field?

Author:
Bhargav Krishna, Arunesh Karkun, Sharon Mathew, Prannv Dhawan, and Shibani Ghosh
Publication Date:
10-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
The Indo-Gangetic plain (IGP) in India is one of the most polluted regions in the world. A densely populated region, with a large number of sources emitting a range of pollutants, regulating air pollution here is an extremely difficult and complex task. Several measures are afoot to improve air quality in this region, and the State Pollution Control Boards and Pollution Control Committees (SPCBs/PCCs) are playing a key role. However, these frontline agencies in pollution regulation are faced with several institutional constraints and challenges in discharging their mandate effectively. In ‘The State of India’s Pollution Control Boards’, we explore some of the key institutional issues faced by Boards in the IGP through a series of working papers: 1) “Who has a seat at the table?” – Examines the composition of the Boards and their ability to engage in policymaking and take decisions in furtherance of their statutory goals; 2) “Who is at the helm?” – Analyses the qualifications of the Board's leadership - the Chairperson and the Member Secretary, the length and stability of their tenure, and whether they are well-placed to guide the Boards' functioning; and 3) “Who is in the field?” – Evaluates the adequacy of the Boards' capacity – particularly technical capacity – to perform critical functions like consent granting, inspection, monitoring, and enforcement. In this paper – the third in the series – we focus on the technical capacity of the Boards, specifically the state of technical staff (engineers and scientists) employed by the Boards. The environmental engineers and scientists of an SPCB form the backbone of the institutional structure for pollution regulation. They carry out the fundamental task of the SPCBs, namely the review and grant of approvals under the environmental law regime. They evaluate applications from industries, conduct inspections or inquiries, collect and evaluate air and effluent samples, and issue approvals where applicable. Through their work, they provide the structural underpinnings to the “command and control” approach to pollution management. Several earlier reports have highlighted the significant staff constraints under which SPCBs function, highlighting in particular the high rate of vacancies among technical staff (1–3). In the context of a rapidly industrializing State, and an evolving environmental regulatory regime, there is a need for SPCBs to be appropriately skilled and staffed.
Topic:
Environment, Governance, Regulation, Pollution, and Personnel
Political Geography:
South Asia and India

2. Debates on Administrative Reform in India: Transfers

Author:
Akila Ranganathan
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
India has a long history of periodic transfers of senior administrators. As the First Administrative Reforms Commission, 1969 (First ARC), notes, the practice of periodic transfers was historically devised with the view of preventing officials from acquiring personal influence in a manner that could harm or diminish the influence of the ruling political powers. Officers used to be rotated from their posts every 3 to 4 years. The First ARC declared such a system of periodic transfers to be “antiquated,” stating that “it [was] no longer necessary for the Government to be suspicious of its own employees” (1966, p. 110). The commission argued that frequent transfers also interfered with development work, which required officers to be closely associated with the programmes and communities that they were serving. Further, these transfers hamper the officers’ job satisfaction and sense of achievement. Thus, the First ARC laid down that periodic transfers should be exercised only where a post carried regulatory responsibilities; in any post involving development activities and programme management, transfers should be an exception. Despite these recommendations, transfers have remained an inexorable feature of the higher civil services in India. The Second Administrative Reforms Commission, 2008 (Second ARC), notes that “frequent transfers of civil servants continue to be one of the most vexatious governance problems still facing India” (p. 182). The Commission details that, between 1986 and 2006, 48–60% of the total strength of the IAS spent less than 1 year in their respective postings. The number of IAS officers who spent more than 3 years in their respective postings is consistently less than 10% of the total strength in that period. Similarly, another study of the bureaucracy has shown that, from 1980 to 2000, the average tenure of IAS officers at their posting was only 16 months (Iyer and Mani, 2012). This working paper provides an overview of the reform discourse on the process of transfers of higher civil services officers in India. An analysis of various reform committee reports since the 1980s, shows that transfers are associated with two broad attributes of the higher civil services: the effectiveness of administration and governance, and the insulation of civil servants from political interference. In addressing the issues around transfers, recommendations of reform committees have been aimed at enhancing the former and restoring the latter. These recommendations include monetary benefits, fixation of a minimum tenure for officers, and the establishment of an independent body to oversee transfers.
Topic:
Reform, Civil Servants, Personnel, and Administration
Political Geography:
South Asia and India