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Approach towards Establishing
Municipal Cadres in India
February 2014
Supported under
Capacity Building for Urban Development
project (CBUD)
A Joint Partnership Program between
Ministry of Urban Development, Government of India and
The World Bank
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Consulting Firm: ICF GHK
Project Team: 1. Raja Venkataramani, Project Director
2. Nirmala Sambamoorthy, Team Leader
3. Prabhakar Vanam, Governance and Institutional expert
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Contents 1 Executive Summary ............................................................................................................................ 9
1.1 About the Project .......................................................................................................................... 9
1.2 Review of relevant Policy documents ............................................................................................ 9
1.3 Major Lessons learnt from review of focused states .................................................................. 10
1.4 Review of Civil Service Cadre Management practices - .............................................................. 11
1.5 Rationale for Establishment of Municipal Cadre in India............................................................ 11
1.6 Proposed Approach and Options for creating Municipal Cadre ................................................. 12
1.7 Organization Structure and Classification of cities ..................................................................... 12
1.8 Functions mapping ...................................................................................................................... 13
1.9 Municipal Cadre Proposed .......................................................................................................... 13
1.10 Categorization of Posts, Groups and Pay scale ........................................................................... 13
1.11 Proposed Staffing Norms ............................................................................................................ 13
1.12 Institutional Framework for Human Resource Management ..................................................... 14
1.13 Model Service Rules for Municipal Cadre:................................................................................... 14
1.14 Proposed Staff Augmentation Plan: ............................................................................................ 15
1.15 Proposed Training and Capacity Building Framework: ............................................................... 15
1.16 Model Performance Management System: ................................................................................ 15
1.17 Financial Implications ................................................................................................................. 15
1.18 Way Forward ............................................................................................................................... 15
1.18.1 Implementation of Cadre Reforms at national level .................................................... 15
1.18.2 Implementation of Cadre reforms at the state level ................................................... 16
2 Introduction and Rationale for Municipal Cadre in India ................................................................ 17
2.1 About the Project ........................................................................................................................ 17
2.2 Project Methodology................................................................................................................... 17
2.3 Context of Urbanization in India: ................................................................................................ 17
2.4 Review of relevant policy documents .......................................................................................... 18
2.4.1 The Constitution (74th Amendment) Act, 1992 ........................................................... 18
2.4.2 JnNURM – Administrative and Structural reforms....................................................... 19
2.4.3 2nd Administrative Reforms Commission recommendations ..................................... 20
2.4.4 HPEC Recommendations .............................................................................................. 20
2.4.5 Working Group on Capacity Building for the Twelfth Plan .......................................... 21
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2.4.6 12th Plan Steering Committee on Urbanization .......................................................... 22
2.4.7 Working Group Report on Urban Governance ............................................................ 23
2.4.8 Draft Advisory Note for Municipal Cadre ..................................................................... 23
2.5 Rationale for establishing Municipal Cadre in India ................................................................... 23
3 Review of focussed states – Lessons learnt ..................................................................................... 25
3.1 Highlights of review of focused states ........................................................................................ 25
3.2 Review of All India Services and State Civil Services - Cadre management practices and Services
Rules 30
3.3 Impact of creating Municipal Cadre for Urban Governance ....................................................... 33
3.4 Lessons learnt .............................................................................................................................. 34
4 Proposed Approach for creating Municipal Cadre .......................................................................... 37
4.1 Suggested Approach to Municipal Cadre creation ..................................................................... 37
4.2 Organization Structure of Urban Development .......................................................................... 37
4.3 Classification of cities .................................................................................................................. 38
4.4 Functions of the ULBs .................................................................................................................. 39
4.5 Municipal Cadre Proposed .......................................................................................................... 41
4.6 Posts, Groups and Pay scale ........................................................................................................ 41
4.7 Proposed Staffing Norms ............................................................................................................ 42
4.8 Promotion channels .................................................................................................................... 49
5 Institutional Framework for Cadre Management – proposed ......................................................... 50
6 Draft Municipal Employee Recruitment & Promotion Rules ........................................................... 53
6.1 Short Title and Commencement .................................................................................................. 53
6.2 Definitions ................................................................................................................................... 53
6.3 Categorization of cities ............................................................................................................... 53
6.4 Designation, classification, staffing norm and number of posts ................................................ 53
6.5 Appointing Authorities ................................................................................................................ 53
6.6 Method of Recruitment ............................................................................................................... 54
6.7 Reservation of posts .................................................................................................................... 54
6.8 Appointment by Direct Recruitment ........................................................................................... 54
6.9 Appointment by Promotion ......................................................................................................... 54
6.10 Transfers ..................................................................................................................................... 56
6.11 Revision ....................................................................................................................................... 57
Schedule I ............................................................................................................................................. 58
7 Staff Augmentation Plan .................................................................................................................. 69
8 Proposed Training and Capacity Building framework ...................................................................... 71
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8.1 Background ................................................................................................................................. 71
8.2 Objectives of TCB framework: ..................................................................................................... 71
8.3 Framework of Training and Capacity Building: ........................................................................... 71
8.4 Urban Training and Development Strategy: ............................................................................... 71
8.5 Training Structure: ...................................................................................................................... 71
8.6 Institutional Cadre Training: ....................................................................................................... 72
8.7 Training functions: ...................................................................................................................... 72
8.8 Training targets, incentives and budgets: ................................................................................... 72
9 Model Performance Appraisal System ............................................................................................ 73
9.1 Proposed Performance Management System ............................................................................ 73
9.2 Objectives of PMS: ...................................................................................................................... 73
9.3 Phases in implementation of PMS: ............................................................................................. 73
9.3.1 Phase 1: Performance Planning .................................................................................................. 73
9.3.2 Sample Competencies list ........................................................................................................... 74
9.3.3 Phase 2: Performance Monitoring .............................................................................................. 74
9.3.4 Phase 3: Performance Appraisal ................................................................................................. 74
9.3.5 Assessment - ............................................................................................................................... 75
9.3.6 Appraisal Feedback Mechanism ................................................................................................. 75
9.3.7 Incentive mechanism .................................................................................................................. 75
9.3.8 Sample list of Incentives ............................................................................................................. 75
9.3.9 Grievance Redressal Mechanism ................................................................................................ 76
10 Financial Implications ................................................................................................... 77
10.1 Financial implications in cadre establishment ............................................................................ 77
10.2 Incentivization Plan ..................................................................................................................... 78
11 Way forward ................................................................................................................. 81
11.1 Implementation of Cadre Reforms at central level ..................................................................... 81
11.2 Implementation of Cadre reforms at the state level ................................................................... 81
11.3 Some ideas for future .................................................................................................................. 82
Annexure I – Detailed Cadre description ................................................................................................. 83
Municipal Administrative Service Group .............................................................................................. 83
Municipal Executive Service ............................................................................................................. 83
Municipal Social Development Service ............................................................................................ 87
Municipal Staff Service ..................................................................................................................... 91
Municipal Finance Service Group ......................................................................................................... 94
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Municipal Accounts Service ............................................................................................................. 94
Municipal Revenue & Financial Service ........................................................................................... 98
Municipal Technical Service Group .................................................................................................... 102
Municipal Engineering Service ....................................................................................................... 102
Urban Planning & Transport Service .............................................................................................. 108
Municipal Fire Service .................................................................................................................... 113
Municipal E-Governance Service ................................................................................................... 117
Municipal Sanitation Service .......................................................................................................... 120
Annexure II: Core Action Steps and indicative timelines in creation of municipal cadres ................... 123
Annexure III: Model ULB structures ...................................................................................................... 124
BIBLIOGRAPHY ....................................................................................................................................... 132
Tables
Table 1: Municipal Cadres ........................................................................................................................ 13
Table 2: Status of Municipal Cadres in India ............................................................................................ 27
Table 3: Staff strength in DMA, Karnataka .............................................................................................. 29
Table 4: JnNURM Reform Score Card of 31 States [as on 31st July 2013] ............................................... 34
Table 5: Lessons learnt ............................................................................................................................. 34
Table 6: Comparison of City Classification………………………………..…………………………………………………………35
Table 7: Functional Mapping ................................................................................................................... 39
Table 8: Functional groups and services .................................................................................................. 41
Table 9: Posts and pay scale .................................................................................................................... 41
Table 10: Sample positions compared with proposed staffing against 3 states [Odisha,MP & AP] ...... 43
Table 10: Staffing norms Proposed .......................................................................................................... 46
Table 11: Financing the cadres ................................................................................................................ 78
Table 12: Suggestive additional human resources required ................................................................... 69
Table 13: Training mechanism ................................................................................................................. 72
Table 14: Sample competency list ........................................................................................................... 74
Table 15: Suggestive incentives ............................................................................................................... 75
Table 16: Incentivization Plan for Cadre implementation with a budget of Rs. 10, 000 crores……….. 79
Figures
Figure 1: Promotion Channels ................................................................................................................. 49
Figure 2: Institutional Mechanisms .......................................................................................................... 50
Figure 3: PMS implementation phases .................................................................................................... 73
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Acknowledgements
ICF GHK would like to thank the Ministry of Urban Development (MoUD) and Capacity Building Unit of
Urban Development (CBUD) for giving us an opportunity to study, deliberate on and recommend an
approach for establishing municipal cadre in India.
The Consultant team also like to thank Dr. Isher Judge Ahluwalia, Chairperson, Indian Council for
Research on Economic Relations and Chairperson High-Powered Expert Committee & Dr. Cherian
Thomas, CEO, IDFC Foundation and Member, Working Group on Capacity Building for formulation of
12th
Five Year Plan (2012-17), for providing their views on the report.
In particular, the team expresses its gratitude for the enthusiastic support and guidance provided by
MoUD dignitaries Mr. Neeraj Mandloi, JS (UD&MD), MoUD, Mr. Anand Mohan, Director, Mr. Sanjay
Sharma, US (N-IV) without which this project would not have acquired the significance in its entirety.
The observations and suggestions given by Mr. Shankar Aggrawal, Secretary MoUD and the Additional
Secretary Mr. Durga Shankar Mishra were immensely valuable to successfully taking the project to its
logical conclusion.
In addition, the project’s intrinsic value was immensely enhanced with the perspectives and ideas
offered by the participants of National Validation Workshop especially the experts from the World
Bank, NIUA and other experts.
Further, the team is extremely grateful to the CBUD team led by Mr. N. Bhattacharya, Team Leader,
PMU-CBUD Project, Prof. Gangadhar Jha, Governance & Change Management Specialist, Mr. Hitesh
Vaidya, Mr. Dinesh Harode, Mr. Mahtab Alam, for their valuable guidance and critical technical
support extended throughout the project.
ICF GHK benefited immensely from the views that it received from a wide cross-section of
stakeholders. In particular, we would like to thank the State Governments, especially the Urban
Development departments of Assam, Bihar, Karnataka, Maharashtra, Madhya Pradesh, Odisha, Tamil
Nadu and West Bengal and the various local bodies that we visited. The team is also enriched by the
inputs received from various participants in the four regional workshops especially from Andhra
Pradesh, Gujarat, Manipur, Rajasthan and other states.
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List of Abbreviations
ACR Annual Confidential Report MAWS Municipal Administration & Water Supply
ADB Asian Development Bank MBA Master In Business Administration
AGMUT Arunachal Pradesh, Goa and Mizoram Union territories
MC Municipal Corporation
AP Andhra Pradesh MCA Masters in Computer Applications
APAR Annual Performance Appraisal Report
MCRHRD Marri Chenna Reddy Human Resource Development
APR Annual Performance Report MFS Municipal Finance Service
ARC Administrative Reform Commission MHRM Municipal Human Resource Management
ASCI Administrative Staff College of India MIC Mayor in Council
ATI Administrative Training Institute MIS Management Information Systems
ATPs Assistant Town Planner MoHUPA Ministry of Housing and Urban Poverty Alleviation
B.E Bachelor of Engineering MoUD Ministry of Urban Development
BAS Bihar Administrative Service MPPSC Madhya Pradesh Public Service Commission
BBMP Bruhat Bengaluru Mahanagar Palike MPRB Municipal Personnel Recruitment Board
BIPARD Bihar Institute of Public Administration & Rural Development
MRTS Mass Rapid Transit System
BRTS Bus Rapid Transit System MSC Masters in Science
CAA Constitutional Amendment Act MTS Municipal Technical Service
CB Capacity Building NAC Notified Area Councils
CBUD Capacity Building for Urban Development
NGO Non-governmental Organization
CD Community Development NIUA National Institute of Urban Affairs
CDMA Commissioner & Director of Municipal Administration
NIUMs National Institute of Urban Management
CDP City Development Plan NOCs No Objection Certificate
CEO Chief Executive Officer O&M Operations and Maintenance
CG Compassionate Grounds OCG Octroi Compensation Grant
CIO Chief Information Officer OD Organization Development
CMWSSB Chennai Metropolitan Water Supply & Sewerage Board
OMPS Organization for Municipal Personnel Selection
CO Community Officer PAR Performance Appraisal Report
CoC Corporation of Chennai PAS Performance Appraisal System
COO Chief Operating Officer PG Post Graduate
CTO Chief Technical Officer PGDCA Post Graduate Diploma in Computer Applications
DEAS Double Entry Accounting System PGDCA Post-Graduate Diploma in Computer Applications
DFID Department for International Development
PIC President in Council
DMA Directorate of Municipal Administration
PLC Proficiency Level Certificate
DMIC Delhi-Mumbai Industrial Corridor PMS Performance Management System
DoPT Department of Personnel & Training PMU Project Management Unit
DPC Departmental Promotion Committees PPP Public-Private Partnership
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DUDCs District Urban Development Centres Pro-MAT Municipal Proficiency Assessment Test
EE Executive Engineer PSC Public Service Commission
E-Gov. E- Governance RAY Rajiv Awas Yojana
FGDs Focus Group Discussions RCUES Regional Centre for Urban & Environmental Studies
FYP First Year Plan RD Rural Development
GDP Gross Domestic Product RFD Results framework document
GIS Geographical Information System RI Revenue Inspector
GNP Gross National Product RTI Right To Information
GoI Government of India RTPS Right To Public Service
GPS Global Positioning System RURC Rural-Urban Relationship Committee
HCMRIPA HCM Rajasthan Institute of Public Administration
RWAs Resident Welfare Associations
HH Households SDO Social Development Officer
HODs Heads of Departments SE Superintendent Engineer
HPEC High-Powered Expert Committee SFCs State Finance Corporations
HR Human Resources
SIUD State Institute of Urban Development
HRD Human Resources Development
SJSRY Swarna Jayanti Shahari Rozgar Yojana
HRIS Human Resource Information System
SLA Service Level Assessment
IAS Indian Administrative Service SLBs Service Level Benchmarking
ICWA Institute of Cost and Works Accounts SWM Solid Waste Management
IDFC Infrastructure Development Finance Company
SWMP Solid Waste Management Programme
IEC Information, Education and Communication
TA Technical Assistance
IIMs Indian Institutes of Management TCB Training and Capacity Building
IPS Indian Police Service TNPSC
Tamil Nadu Public Service Commission
IT Information Technology TOD Transit Oriented Development
JICA Japan International Cooperation Agency
ToT Training of Trainers
JNNURM Jawaharlal Nehru Urban Renewal Mission
TP Town Planner
KAS Karnataka Administrative Service TPI Town Planning Inspector
KPI Key Performance Indicators TWAD Tamil Nadu Water & Drainage Board
KRA Key Results Areas UD Urban Development
LBSNAA Lal Bahadur Shastri National Academy of Administration
UDD Urban Development Department
LSG Local Self-Government UIDSSMT Urban Infrastructure Development Scheme for Small & Medium Towns
LWM Liquid Waste Management ULBs Urban Local Bodies
MA Masters in Arts UPA Urban Poverty Alleviation
MAS Municipal Administrative Services YASHADA Yashwantrao Chavan Academy of Development Administration
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1 Executive Summary
1.1 About the Project
Ministry of Urban Development, GoI has launched a project on ‘Developing an Approach and
Options for establishment of Municipal Cadre in India’ under Capacity Building for Urban
Development [CBUD]. The Project has two phases:
• Phase I: Study of 8 sample states in India on the status of Municipal Cadre implementation and
other HR practices. Sample states include: Tamil Nadu, Maharashtra, Karnataka, Odisha,
Madhya Pradesh, Assam, Bihar and West Bengal.
• Phase II: Development of Approach and Options for Establishment of Municipal Cadre in India.
ICF GHK was appointed as consultants for carrying out this project. The Project had started in May
2013. After completion of both the phases, a Draft Report had been submitted. To validate the
propositions, four regional workshops and one national workshop were held. On incorporating all the
contributions collected from various sources including expert consultation, this Final Report is being
submitted. The Report is made in two parts – Volume I: An Approach and Options for
Establishment of Municipal Cadre in India, and Volume II – Review of focussed states. This report is
Volume I.
1.2 Review of relevant Policy documents
The need for creating dedicated municipal cadre in India was felt as early as 1948. Many
Conferences on Local Self-Government and Meets held by Ministers between 1948 and 1963
reiterated the need for provincializing municipal personnel system. However, it was the Committee
on the Service Conditions of Municipal employees (1967-68) which recommended setting up of the
state-wide municipal cadre under Integrated Personnel system. For decades in most states even till
date, municipal services are a part of state administration where employees are drawn from various
departments.
In the recent times, mandate given by 74th Constitutional (Amendment) Act for strengthening local
governance by devolution of funds, functions and functionaries to local bodies had acquired
significance in terms of creation of dedicated municipal cadre for delivering the devolved functions.
In order to fully transfer the powers to LSGs, the moot point is strengthening the weak capacities of
ULB.
JnNURM’s administrative and structural reforms strongly professed for creation of municipal cadre
besides developing cadre management systems like recruitment, promotions, transfer, career paths,
training and performance management. 2nd
Administrative Reforms Commission which
unequivocally set the directive to hand over authority to LSG units’ strongly recommended for
enhancing capacities of urban governance. In order to realize the full potential of decentralization, it
is imperative that urban development function should possess its own personnel.
A GoI instituted High-Powered Expert Committee [HPEC] on Urbanization had comprehensively
delved into the challenges of urban governance and suggested framework for functions like
administration, regulation, planning, financing and service delivery functions and intensely
emphasised on capacity building. Some of the initiatives proposed by the Committee include
creation of municipal cadre, performance monitoring cells, encouraging lateral hiring from open
markets, establishing Indian Institutes of Urban management and Planning Schools, Centre of
Innovation and Excellence and providing Leadership training for IAS in Urban sector.
12th Plan Steering Committee on Urbanization fervently put forward the rationale for separate
municipal cadre as ULBs esp. mega cities are operating in complex environment. It has discussed in
detail the classification of cities, recruitment patters, functions to be strengthened, financing required
for building capacities in ULBs, need for strengthening Institutions for Urban Training and
development and more importantly the need for convergence of structures at state level till ULB
level for effective empowerment.
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Working Group on Urban Governance for 12th Plan had envisaged a strong necessity for instituting
own cadre for ULB management and arriving at rationalized staffing norms and numbers at various
levels. Besides discussing the core functions, the WG had highlighted the areas of emerging
functions like PPP, social development, citizen partnership, environmental sustainability, e-
governance etc. for vehemently supporting their case for strengthening of human resource
capacities.
A Draft Advisory Note for Municipal Cadre was circulated to states for convincing states to consider
instituting exclusive municipal cadre. This document not only advocated for having a devoted cadre
for urban governance, but also proposed the classification of ULBs, broad framework for staffing
norms and numbers delineating positions under various services to be rendered such as –
Administration, Revenue, Engineering, Accounts, Public Health, Town Planning, Legal and Fire
Services.
1.3 Major Lessons learnt from review of focused states
■ States with well-established municipal cadre in core functions evidently made significant process. [Tamil Nadu, Karnataka, Maharashtra] in terms of urban governance initiatives, progress on reforms, attracting external funding and technological innovations. In contrast, states which do not have exclusive municipal cadres, performance in terms of reform implementation, innovations, revenues, attracting investments is lagging behind [for instance, Bihar, Assam, Odisha etc.]
■ Organization structure is divisive, right from the apex level. Lack of communication, collaboration, accountability for results experienced. Odisha and Madhya Pradesh - proposed model of unified municipal law, organization structure and classification of ULBs needs consideration.
■ Decentralization in its full form is still a long way to go, lack of capacities being one of the impacting reasons. In all the states studied, functions as per the constitutional amendment are devolved fully. As far as funds are concerned, Karnataka earmarked SFC grants [devolution fund] to augment ULBs own revenues. So also, governments of Maharashtra [SFC funds], Tamil Nadu [basic grant]. Odisha government provides Octroi Compensation Grant [OCG] to support ULBs own funds. Availability of functionaries is inadequate to deliver the devolved functions, and creating municipal cadres could be a strong option.
■ Staffing norms exist in all states irrespective of having municipal cadres or not. However, there is no evidence that any scientific study of manpower requirement or work study done in any state except Assam, to assess the human resource requirement. Assam has engaged professional body to study the manpower requirements to ascertain the capacities needed.
■ Key leadership positions are occupied by IAS officers followed by State Civil Service officers. However, major critical expertise like Urban Planning, Transportation, IT and Public Finance etc. are still unavailable for urban development. Currently states are drawing these talents from open market on consultancy, outsourcing or on PPP mode.
■ Adhoc methods of augmenting lower level staffing requirements are followed in states. Besides regular and deputation staff, sizeable number of personnel are engaged in Group C and D on daily wages in ULBs. In all states, recruitments on compassionate grounds were the only source to fill vacancies due to ban on recruitment for decades. Compromising merit, lack of training had rendered most of these staff grossly inadequate in their competence. Staff on daily wages, outsourcing without clear guidelines, adhoc methods of engagement are prevalent in most states. There are many court cases that Karnataka, Bihar, West Bengal are facing owing to such practices.
■ Direct recruitments to ULB positions are done by State Public Service Commissions except for group D. Well prescribed selection methods are followed. However, enormous delays occur in the process owing to which ULBs suffer for want of manpower. Sometimes, irregularities in examinations lead to re-examination thus causing further delay. There is no institution for exclusive recruitment of municipal cadres like railway recruitment, banking recruitment, police recruitment etc.
■ New initiatives like IT reforms, HR Management, e-Procurement etc. need unified approach. Karnataka’s Municipal Reforms Cell is a good model of e-governance management [IT, GIS, GPS etc.]. Similarly is Gujarat’s model of technology management where these parallel structures offer support services such as GIS, IT maintenance of systems, training of personnel
11
in technology to all ULBs. Thus, Karnataka, TN and AP experiences in e-governance have been very successful and worth emulating.
■ Promotion rules are robust and well established. Eligibility criteria include seniority, passing of departmental exams, performance appraisal scores etc. However, merit is not given due consideration as the method of performance evaluation does not provide for tracking individual performance against targets. Departmental Promotion committee [DPC] constitution is generally delayed hence gives scope for demotivation amongst staff eligible for promotion.
■ Political interferences, corrupt practices, vested interests, lobbying etc. are prevalent in some degree in most states while posting, transfer of employees. To mitigate this situation, Karnataka, Tamil Nadu, Gujarat states have adopted a unique method of Counselling for ensuring transparent and accountable measure, by making the eligibility list and vacancy positions public against norms.
■ Training is ad-hoc and inadequate. There is no mandatory induction training or in service training for directly recruited officers. States like Tamil Nadu, Karnataka and Maharashtra, however had allocated training budgets, get the staff trained in various reputed institutions within and outside state, and are in the process of establishing training institutions to cater to urban development capacity building. MP is in the process of establishing National Institute for Urban Affairs so also is Odisha [UMANG]. Anna Institute of Management [Tamil Nadu], ATI, Mysore in Karnataka, YASHADA in Maharashtra are currently catering to urban training requirements. BIPARD in Bihar, Assam Administrative Staff College, ATI Kolkata also cater to their respective state’s training requirements, but grossly fall short of the needs.
■ There is a need to revamp the Appraisal system to make it more reflective of performance. Current ACR system does not give any scope for motivation as there is no provision for quantitative assessment, self-appraisal and feedback. For group C and D there is no system of assessing performance.
■ Reward and recognition system in states is weak. Most ULBs in MP, Karnataka, TN, and AP incentivize their employees against specific drives such as property tax collection. Incentives in cash or kind are announced during the drive and employees who achieve highest targets are given certificates, mementos like gold coins and cash awards. However, these are adhoc and unsustainable in terms of overall performance improvements.
■ Insufficient ULBs revenues including grants are the major reasons for not launching municipal cadre in its full form. Many states have over one-third positions going vacant and have no revenues commensurate to the growing employee costs. State and Central funds to the tune of 65% being spent on staff costs leaving only 35% for service delivery. States are looking for ways and means of increasing ULBs revenues innovatively.
1.4 Review of Civil Service Cadre Management practices -
With an objective to design robust cadre management mechanisms for municipal cadres, best practices of Civil Service cadre management both at national and state level were reviewed. Major aspects like Cadre Management authority, service rules for recruitment, seniority, training, transfer, promotion, performance appraisal were studied and incorporated in the proposed municipal cadre management mechanisms. Key principles that were modelled for cadre design are:
■ Cadre creation authority for various staffing groups and its functions and powers defined
■ Robust system proposed for recruitment and promotion by raising the standard of intake
■ Mandatory foundation and mid-career training programmes
■ Promotion and Transfer norms with defined zones and time limits
■ Performance-linked Appraisal System for better accountability
1.5 Rationale for Establishment of Municipal Cadre in India
Urban Development in the country has acquired tremendous significance in the recent times owing
to many factors influencing this transformation. To name the most critical factors:
■ Constitutional Amendments and imperatives of Reform Agenda ■ GoI’s Programmes and Schemes [like JnNURM, UIDSSMT, SJSRY, and RAY etc.] are pumping
in huge funds for urban development. ■ External funding agencies supporting many reform programmes
12
■ New approaches to revenue generation as well as Financial management mechanism ■ Urban Planning with systematic town and country plan, preparation of CDPs growing on the
reform agenda. ■ Challenges in terms of urban water, sanitation, transportation, housing, environment, jobs are
equally compelling in small and medium sized ULBs ■ Emerging functions such as urban poverty alleviation, low cost housing, SWMP etc. undertaken
by the government at central and state levels, need trained personnel for producing results. ■ Use of IT, GIS, GPS in land assessment, property tax and other assessments’ online is
increasingly adopted by ULBs which need those technical skills ■ Acts like RTI, RTPS, and Public Disclosure are legally binding ULBs to conduct business in
transparent manner and make them accountable. ■ Service Level Benchmarks [SLB], Results Framework Documents [RFD], Best Practice Awards
are positively influencing states to respond to these rewards and recognitions. ■ Urban transportation initiatives like Mass Transport mechanisms like BRTS, Metro Rail etc. ■ Influenced by rapid urbanization across similar countries, India’s thrust on Megacities, SMART
cities, industrial corridors like DMIC, TOD [Transit-Oriented Development] cities, are intimidatingly questioning the capacities of Urban Governance sector.
With a view to validate the hypothesis that exclusive municipal cadres will yield better results, certain measurable parameters were studied, which proved that states functioning with dedicated municipal cadres have better performed than those who function with deputed staff. ■ States running with own cadres in urban development like AP, TN, Karnataka, Maharashtra have
forged ahead with modern and progressive initiatives like BRTS, e-governance, applications for service delivery, public disclosure, grievance handling mechanism, citizen-centric inclusive planning and PPP projects
■ According to credit ratings of JnNURM 65 cities, top 20 cities happen to be states with dedicated municipal cadres. JnNURM Reform Score Card of 2013 indicates that states with municipal cadre appear in the top 5 of 31 states & UTs, while the others are lagging behind.
1.6 Proposed Approach and Options for creating Municipal Cadre
Based on the review of relevant documents and lessons learnt from state visits, an approach had been evolved to assist states in launching and strengthening municipal cadre. Overarching principles that have guided the design were mainly talent creation, professional HR management practices, strengthening leadership, promoting HRD and Performance culture keeping in view viability and practicality of the framework to suit the ethos of state governments. Progress towards decentralization and citizen-centricity were at the core of the design. These propositions are only indicative and not prescriptive.
1.7 Organization Structure and Classification of cities
At state level, the organization structure mooted has seven layers – state urban development
department, Commissionerate / Directorate of Municipal Administration and Regional Directorates.
A city level ULBs are established which are classified based on the population norms. Within the
cities, zones /circles / wards for ease of administration and at the cutting edge, citizen service
delivery centres to ensure quality and outreach of services.
Different Constitutional mandates and various studies / groups proposed different classifications –
74th CAA, Census of India, Model Municipal Law, Working Group on Urbanization, 2
nd ARC etc.
while states themselves have their own method of classification. These classifications were
analysed and to propose model staffing norms, the following classification of cities is suggested.
■ Above 50 Lakh population ■ Cities having population of 20 to 50 Lakh ■ Cities having population of 10 – 20 Lakh ■ Cities having population of 5 – 10 Lakh ■ Cities having population of 3 – 5 Lakh ■ Cities having population of 1 – 3 Lakh ■ Cities having population of 25,000 to 1 Lakh
13
■ Cities having population of less than 25,000
1.8 Functions mapping
With an objective to fulfil the constitutional mandate an effort is made to map various functions of
ULB to match with the list of 18 functions allocated to ULBs under 12th schedule in the 74
th CAA.
This is considered as bedrock for formulation of municipal cadre proposed in this report.
1.9 Municipal Cadre Proposed
To address the above gaps, the personnel requirements have been grouped to address all the
functional requirements. State wide municipal cadre is proposed to be created in the states
consisting broadly of three Functional Groups. Each Functional Group is to consist of more than one
service as mentioned below. Such a scheme of Functional Groups and the services under each
Group will be facilitate effective performance of functions mentioned in the Twelfth Schedule of the
Constitution of India.
Table 1: Municipal Cadres
Proposed Municipal Functional Groups Municipal Services under the Municipal Cadre
Municipal Administrative Service [MAS]
■ Municipal Executive Service ■ Municipal Social Development Service ■ Municipal Staff Services
Municipal Technical Service [MTS]
■ Municipal Engineering Service ■ Municipal Sanitation Service ■ Urban Planning & Transportation Service ■ Municipal Fire Service ■ Municipal E-Governance Service
Municipal Finance Service [MFS]
■ Municipal Accounts Service ■ Municipal Revenue & Financial Service
1.10 Categorization of Posts, Groups and Pay scale
Various posts created under each service are further classified into Groups A, B, C [in some states
referred as Class I, II, and III] along with the pay scales as per 6th Pay Commission. This information
will help in visualizing how the cadre will emerge.
1.11 Proposed Staffing Norms
Different states prescribe different staffing norms while population [based on latest census] being
common for all. States have chosen different norms for different services [for instance, ULB
revenues as a parameter for fixing Revenue staffing]. Factors like % of non-agriculture income of
population, no. of households, road length, no. of slum households etc. Following indicators are
taken into account for suggesting staffing norms for different services:
■ Population [based on 2011 Census of India] ■ No. of Households [5 per household] ■ Disaster Management norms applied for Fire Services ■ For large Municipal Corporations, positions of IAS are also proposed as per existing practice.
To arrive at nimble staffing norms a comparative analysis of three states [AP, MP and Odisha] that
have recently reviewed /introduced municipal cadres to match their current day requirements was
carried out for key posts. Based on this comparison, norms were proposed to keep it practical at the
same time lean.
A detailed statement of various posts, norms and numbers per city based on its population is
postulated in the report. This needs to be customized to ULB classification of the state and be
iterated based on that state’s past experience. It is also suggested that a scientific HR Planning
study be conducted by professionals to work out the human capacity requirement on the basis of
Work Study principles so that staffing norms will be more realistic.
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Based on the Cadre Management Rules, a detailed ‘Cadre Description’ table is arrived at for every
post enlisted. This table depicts end to end Service conditions applicable to that post in terms of
title, group, staffing norm and numbers, brief job profile, method of recruitment with a ratio of direct
recruitment and promotion, transfer, recruitment norms containing qualifications, age and
experience criteria, and promotion norms to next higher position, mandatory training plan of both
Foundation and Mid-career Training. This table acts as a one-source information point for cadre
administration staff.
1.12 Institutional Framework for Human Resource Management
Creating Cadre is only the beginning while the real challenge is in managing them. There should be
institutions established with clear legislative mandates and systems and processes for managing the
human resources needed for urban development department. This not only should address HR
components of regular municipal cadre, but also clearly administer HR processes of deputation
staff, consultants, outsourcing agencies / employees, - agencies on PPP mode, empanelled experts
etc. States may consider constituting the following units for effective management of human
resources:
Municipal Personnel Recruitment Board / Organization for Municipal Personnel Selection – for
faster, specialized, scientific and efficacious recruitment of cadre personnel as a state level
body. In line with Banking and Railway Recruitment Boards, this may be instituted as a separate
entity to specialize in attracting right talent.
Municipal Human Resource Management unit – at state level on PPP mode [for attracting
professionals on lateral entry with remuneration on par with open market and to be headed by
Administrative Service officers. This unit is responsible for Cadre management processes
including, training, postings, promotions, transfers, deputations, grievance management,
disciplinary procedure, performance management, incentives and all other associated cadre
administration functions.
State and Regional Institutes for Urban Development – States may consider either establishing
or identifying Centres of Excellence [within or outside the state] for training and capacity building
of municipal employees besides conducting mandatory –foundation and mid-career programmes
for cadre recruits. Regional Centres also may be developed or explore tie-ups for catering to
training skills of group C & D employees.
1.13 Model Service Rules for Municipal Cadre:
As a hypothetical exercise, a Model Service Rules for Municipal Cadre are attempted which contain
classification of cities, cadre, services, designations, groups, grade, pay scale, staffing norms and
numbers, appointing authorities, method of recruitment, applicable reservations, process and ratios
of direct recruitment and promotions, transfer norms and zone of transferability etc. This model is
aimed at assisting states in preparing Cadre Service Rules based on the experience of states that
have recently launched municipal cadre. Rules and conditions need to be customized to individual
state’s requirements.
Standardized Recruitment process: To ensure quality and uniform standards in recruitment of
cadres, Municipal Proficiency Assessment Test [Pro-MAT] is suggested for best talent attraction.
Through this mechanism, an identified institution, such as NIUM may conduct an Assessment
Test to select the right talent required for municipal cadres and issue a qualifying level certificate.
This certificate is one of the essential criteria for applying to municipal cadre position. Three
levels of certification are suggested to suit different groups –Expert level [Group A]; Professional
level [for Group B]; Functionary level [for Group C]
Promotion to next level require skill enhancement required for that level. To ensure that skills are
systematically upgraded, besides recommending mandatory trainings at each level, a system of
passing Proficiency Level Certificate [PLC] is made compulsory for becoming eligible for next
promotion. This will ensure continuous learning throughout the career.
Transfers and postings will now be made more transparent and inclusive. Using the much
popular ‘Counselling’ method, transfers and postings will be done based on public
announcement of openings and choices to fit the individual and organizational interests.
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Minimum and maximum limit of time and zone of transferability are defined such that
vulnerability is minimized.
1.14 Proposed Staff Augmentation Plan:
In order to ensure that full-fledged human resource capacities are established, it is proposed to
augment human resources additionally by means of empanelling experts, engaging consulting
agencies as well as independent domain experts as consultants, outsourcing certain functions such
as SWM, Citizen Service Centres etc. States may choose from the list of services enlisted as per
their requirements. At leadership level, due consideration should be given to inducting professionals
from open market into the system on lateral entry basis.
1.15 Proposed Training and Capacity Building Framework:
Training is the key factor in professionalizing municipal function. Hence, the following suggestions
are made as a part of this framework:
o Develop State level urban Training and Development Strategy
o Build an Institutional Training Structure right from state level till ULB. One HR executive
per ULB should be engaged on an outsourced mode who will exclusively cater to
coordinating training activities under the direction of MHRM unit at C/DMA.
o Promote Institutional Cadre Training to mould the new cadre recruits with Mandatory
Foundation Training as well as mid-career training as a pre-condition for promotion
besides periodic focused training
1.16 Model Performance Management System:
To build an accountable and motivating work climate in ULBs, a Performance Management
System is proposed which contains essentially three phases:
o Phase I – Performance Planning [agreeing to pre-determined result areas and targets as
well as competencies required]
o Phase II –Performance Monitoring [tracking of results in an open and transparent
manner which will be free from biases]
o Phase III – Performance Appraisal [design of performance rating system with scope for
self-appraisal, reporting officer’s rating, reviewing officer’s observations]
The proposed system provides for developmental feedback mechanism that helps in mentoring
for better competence development.
As recommended in administrative and structural reforms of JnNURM as well as 2nd
ARC, an
Incentive mechanism is mooted as a part of PMS for consideration.
1.17 Financial Implications
One of the critical challenges that states will encounter while contemplating on introducing municipal
cadre is about budgets for meeting additional employee costs due to this intervention. Hence, an
attempt is made to figure out employee cost per ULB per year in the event of filling all the proposed
positions as per staffing numbers based on the type of ULB. This should act as a ready reckoner for
states to ascertain their additional financial outflow year wise which will help them plan for their
sources. Central level assistance being mooted is also discussed in the report.
1.18 Way Forward
1.18.1 Implementation of Cadre Reforms at national level
Government of India may consider supporting the states actively in implementing the cadre reforms. Implementation of the cadre reforms has the potential of unlocking the overall efficiency in the ULBs. MoUD should consider the following:
Implementation of cadre reforms as a mandatory reform under JNNURM II
Linking performance incentives from central finance commission for states implementing the
cadre reforms
Providing budgetary support especially during the initial years to support states to accommodate
additional budgets needed to support additional administrative expenditure
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Introducing cadre linked training programmes as a reform
Set up specialized training institutes to provide continuous training and capacity building support
1.18.2 Implementation of Cadre reforms at the state level
The following steps may be adopted by the state governments for implementing the cadre reforms:
States to customize (wherever needed) the municipal cadre
Finalize / approval of the cadre
Finance needed and according necessary budgetary approvals for additional funding
Establish HR unit for cadre management and for capacity building
Amendment of act as per the model structures / cadre
Amend / Develop Service Rules
State government to issue government order to ULBs regarding approval and implementation.
Constitute steering and working committee at state and city level to monitor the progress of the
implementation
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2 Introduction and Rationale for Municipal Cadre in India
2.1 About the Project
ICF GHK was appointed as consultants by the Ministry of Urban Development (MoUD)
under the Capacity Building for Urban Development Project (CBUD) for developing an
approach and providing options for instituting Municipal Cadre in states. The project
commenced in May 2013. The terms of its reference involved review of various documents
– especially the constitutional mandates, plans, committee reports that are relevant for this
project; study of municipal personnel practices in eight focused states; and developing an
approach to setting up municipal cadre in the states and providing options for its
institutionalization. The study contents and the proposed options for municipal cadre were
discussed in four regional level workshops held at Hyderabad, Bhopal, Jaipur and
Bhubaneshwar where the states from the respective regions participated. Taking their
inputs a draft final report was presented at the National level workshop held at New Delhi
to capture the perspectives and thoughts on the subject. This is the Final Report on the
subject and it contains two volumes
■ Volume I: An Approach and Options for Municipal Cadre in India
■ Volume II: A Review of Municipal Cadre and Personnel practices in focussed States of
India.
This Report is Volume I, contains the following sections:
■ Introduction and Rationale for Municipal Cadre in India
■ Review of relevant Policy documents
■ Lessons from Review of Focussed States
■ Proposed Approach for setting up Municipal Cadre
■ Proposed Cadre Management framework
■ Financial Implications
■ Way forward –steps for implementation
2.2 Project Methodology
The requirement of this assignment is administered in three phases:
■ Phase I - Consultation Phase: The essence of this phase was to conduct wide
stakeholder analysis including the review of the eight focused states. Various
stakeholders at national level, state and local level were consulted during this phase to
understand the current personnel practices in urban administration in different states. ■ Phase II - Design Phase: This phase builds on the consultation held in the Phase I.
The proposed municipal cadre, the institutional framework for cadre management is
designed to broadly provide options to the states keen on establishing municipal cadre
by customizing the options in their own context. ■ Phase III – Validation Workshops and Consolidation Phase: Views and
suggestions of various stakeholders including the urban development functionaries,
academicians, domain experts, field practitioners, and civil society members at state
and national level are expected to provide veracity to the recommendations made.
2.3 Context of Urbanization in India:
India is urbanizing at a rapid pace. For the first time ever India added more people to its
cities than rural areas. McKinsey’s Global Institute’s Report on India’s urban awakening:
Building inclusive cities, sustaining economic growth [2010] projects that by 2030, India will
see 590 million people living in cities, urban middle class households will increase from
current 22 million to 91, cities with 1 million plus population will rise from today’s 41 to 63.
Thus, in terms of commercial and residential space needs, roads to be paved, subways to
be constructed, capital investments to be made, urban job markets to be created will also
increase multi-fold posing unprecedented challenges in urban administration in India, while
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it also offers opportunities to accelerate economic growth. However, realising this potential
will well depend on how the cities are managed.
Problems are equally compelling when it comes to managing smaller and medium sized
towns including the transition areas which face issues of connectivity, increasing demand
for jobs, transportation, basic amenities like water, sanitation and other civic facilities. The
dream of fully-functioning self-managed local self-governance is still far from reality in India
owing to weak capacities in municipal functionaries – both elected and employed.
2.4 Review of relevant policy documents
The need for creating dedicated municipal cadre was felt as early as 1948. The first
Conference of the Local Self-Government Ministers held in 1948 recommended for
creation of dedicated municipal personnel system which was reiterated in the second
Conference held in 1954. Similar opinion was voiced in many other occasions, especially
the Central council of Local Self-Government in 1956, 1959, 1960 and 1963. The fourth
Conference of Ministers of Town and Country Planning in 1963 suggested that in the
interest of efficient municipal administration, services of administrative, health engineering
and town planning functions of municipalities should be provincialized.
While the above Conferences reiterated a necessity for having a Unified Personnel system
[dedicated for municipal administration], it was in 1966 that a deeper thought was given to
this subject by the Rural-Urban Relationship Committee (RURC), which felt that proposing
the cadre to just municipal administration may limit the career prospects in terms of
promotion which might lead to demotivation and hence initially recommended an Integrated
Personnel System and later made amends to the same. However, it was the Committee on
the Service Conditions of Municipal employees (1967-68) which recommended setting up
of the state-wide municipal cadre under Integrated Personnel system. For decades in most
states even till date, municipal services are a part of state administration. This means that
most of the staff are appointed on deputation from various departments and are transferred
back from time to time. However, in this millennium, a clear shift in the municipal personnel
paradigm has become evident from legislations and observations of various committees
working on urban governance.
Mandate given by 74th Constitutional (Amendment) Act established clear direction towards
local self-governance [LSG] in terms of devolution of authority to local bodies. Devolution
of funds, functions and functionaries expects full-blown capacities at local level to handle
the magnitude of tasks. Similarly, 2nd
Administrative Reforms Commission which
unequivocally set the directive to hand over authority to LSG units’ calls for taking a reality-
check at the capacities available at local level to make these mandates operational.
In the light of this context, the following documents are reviewed in detail, which provide
the rationale for setting up municipal cadre:
■ The Constitution (74th Amendment) Act, 1992
■ JnNURM –administrative and structural reforms [optional primers – O8 & O9]
■ 2nd
Administrative Reforms Commission Report, 2007
■ HPEC Recommendations, 2011
■ Working Group on Capacity Building, 2011
■ 12th Plan Steering Committee on Urbanization, 2012
■ Working Group Report on Urbanization, 2012
■ Draft Advisory Note on Municipal Cadre, 2012
2.4.1 The Constitution (74th Amendment) Act, 1992
This Act observes that in many states of India, the local bodies are weak and ineffective on
account of various reasons including lack of sufficient funds, no proper devolution of
functions and inadequate capacities of functionaries. In order to correct the situation, the
Act mandated several measures including strengthening the relationship between the state
governments and the urban local bodies in terms of conduct of elections, constitution of
local bodies, reservation of seats, setting up of Planning Committees in Districts and
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Metropolitan areas, and constitution of SFCs. The Act further classifies ULBs under three
broad categories – Nagar Panchayats transitional areas, Municipal Councils for smaller
urban areas and Municipal Corporations for larger urban areas.
More important for this project is the list of 18 functions that are devolved under 12th
schedule to ULBs. Planning, infrastructure, civic amenities, fire services, urban poverty
alleviation and slum improvement functions were amongst others in the list. In order to
carry out these 18 functions, every ULB will require a minimum set of positions with rightly
qualified personnel occupying them. While only a few states in India have introduced
dedicated municipal cadre, many others still operate with functionaries deputed from
various state government departments and grossly ill-equipped.
2.4.2 JnNURM – Administrative and Structural reforms
JnNURM’s optional primers O8 on Administrative Reforms and O9 on Structural Reforms
contain numerous core actions that will ensure operationalization of 74th Constitutional
Amendment Act.
Administrative Reforms addressed people management, systems and process and the
Structural Reforms focused on inter and intra-organizational issues. Major elements under
Administrative Reforms are:
■ Human Resources Development and Personnel Management
■ Internal Systems and Processes
■ Citizen interface systems and procedures
Under the first element, the initiatives proposed involve development of Personnel
management systems to take care of hiring, contracting, transfers, deployment and other
staff administration issues. Training and skills building initiatives, implementing
performance management systems linking individual and departmental goals to
performance are also part of this reform area. Although not directly related, the other
elements of creating service level benchmarks [SLBs], proactive public disclosure
mechanism, transparent procurement and materials management methods and
establishing single-point contact citizen facilitation centres also need to be understood for
hiring staff to handle these functions. Developing HR Information System is also an
essential area of reform under this primer.
Structural Reforms under JnNURM are envisaged to provide an enabling and supporting
institutional context and sustainable improvements in governance. Key areas of these
reforms are:
■ Institutional structures of urban management at the state level
■ Creation of cadre of municipal staff for different disciplines
■ Decentralization of municipal administration and synchronization of internal jurisdictions
■ Organization structure review and optimization of staffing patterns
Mandate for this project comes from the second element of creating municipal cadre to
capacitate ULBs with various functional skills. Core actions initiated under this reform area
are two fold - ■ Creation of Cadre of Municipal staff - for both Administrative and Technical functions
– which intends to cover skill gap analysis, identify vacancies, define job positions,
determine qualifications, experience and competencies required and suggest pay scale
, institute a transparent selection process, define performance management process
with an intent of attract young professional talent. ■ Cadre management systems – all systems, process, rules and norms for managing
the cadre – which include definition of career paths for cadre officers, norms for
balancing the powers between ULB and state in terms of recruitment, transfer,
promotion, instituting a process of intensive training and processes for cadre
management.
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2.4.3 2nd Administrative Reforms Commission recommendations
The 2nd
ARC suggested different staffing groups including: Conservancy and Waste
Management, Engineering, Financial Management, Audit, Public Healthcare, Education
and Culture, and Revenue. In larger municipalities, the staff is under the employment of the
municipality except for some senior positions where officers/staff are given on deputation
by the State Government. The Commission opined that ultimately all municipal bodies
should have the power to appoint their own staff and State Governments may, however,
lay down the procedure and the principles of making such appointments. The existing
State-wide municipal cadre may continue for the present but no fresh recruitments need be
made to such cadre. The Commission envisaged that in future, the municipal bodies would
recruit and manage their own staff and has suggested that Directorates of Municipal
Administration come in the way of decentralisation and should be abolished.
Guided by the principles of decentralization in its true spirit, the major recommendations
made by 2nd ARC on municipal staffing are as follows:
■ The Mayor should be the Chief Executive of the municipal body while the
Commissioner should perform the functions delegated to him/her in the capacity of
Chief Officer.
■ The responsibility for selection and appointment of the Commissioner and other staff
may be given to the Metropolitan Corporations within a period of two years. For other
bodies this may be done within three years. States should, however, by law, lay down
the procedure and conditions of such appointment. For the duration that the
Commissioner/Chief Officer continues to be drawn from the State Government,
selection should be made by the Mayor from out of a panel of names sent by the State
Government.
■ The Directorates of Municipal Administration, wherever they exist, should be abolished.
In case there are State-wide cadre of municipal employees, no fresh appointments to
these may be made and the employees should be absorbed in municipal bodies
through a due process.
2.4.4 HPEC Recommendations
A High-Powered Expert Committee [HPEC] appointed by the Government of India had
projected a scenario of Urbanization in the coming 20 years [2011-2030] which assumes
rapid population growth in urban sector including that of slums, metropolitan cities
expansion and how it will impact on urbanization in terms of economic growth. It has
discussed the significance of urban governance in increasing GDP, demographic dividends
with employability of youth, higher education and skill building. It has emphasized the need
for creating investment climate in cities and towns for tapping the urban economic potential
of India. HPEC recommended the following steps for going forward:
■ Urban infrastructure for service delivery
■ Governance reforms
■ Access to universal service standards including poor
■ Greater rural-urban synergy
■ Improved urban transportation
■ Introduction of effective Metropolitan Planning
For sustainable delivery of services, HPEC advocates ‘service-level agreements [SLA] in
all key municipal services and prioritizes the areas of investment including provision for
maintenance of infrastructure. To make rapid strides in urban development, HPEC made
numerous recommendations such as making municipal performance metrics-driven.
Application of service level agreements [SLA], key performance indicators [KPI], long-term
planning including vision development are also proposed in the study. The Committee also
made many recommendations on frameworks for administration, regulations, planning,
financing, and service delivery and went on to suggest a number of capacity building
initiatives such as: :
■ Setting up of Indian Institutes of Urban Management
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■ Creation of Municipal Cadre
■ Performance Monitoring cells
■ Urban specialization as a stream in IAS training
■ Training of 300 IAS officers / other central service officers each year as urban
specialists
■ Establishing Urban Planning schools and Centres of Innovation /Excellence
■ Lateral hiring from other sectors
2.4.5 Working Group on Capacity Building for the Twelfth Plan
A Working Group on Capacity Building for the 12th Five-Year Plan constituted by the
Planning Commission has critically reviewed the progress of Capacity Building efforts and
results during 11th plan and set goals for achievement during 12
th plan period. It has in
detail, analyzed capacity gaps in specific areas and suggested measures to mitigate them.
It has deeply delved into capacity development needs on supply and demand sides and
examined the various schemes and programmes from capacity needs point of view. A
comprehensive review of major issues in capacity building was done which highlighted key
concerns of human resource management at various levels.
A detailed account of capacity building initiatives recommended in various schemes,
programmes and activities is presented which covered areas like training interventions for
municipal staff and elected representatives and enlisted institutions that are engaged in
providing training to them along with sources of funds and budgets allocated for training
and capacity development. Capacity building initiatives promoted by multi-lateral and bi-
lateral agencies were also covered in this review.
The Working Group has clearly established goals and core actions required for building
municipal capacities to be achieved during 12th FYP at Central, State and ULB levels in
short-term, medium-term and long-term duration. It has recommended actions to be taken
at institutional level and role to be played by civil society besides addressing capacity
needs of specific and emerging areas like urban transport, e-governance etc. The Report
also presented the projected financial requirements to implement the recommendations on
capacity building made by the group and laid out log frames for achieving the goals within
the timelines and objectively verifiable indicators with means to verify.
This Report sets the backdrop for this current project on developing Model Municipal Cadre
as it has strongly recommended for building /reforming existing cadre in administrative and
technical areas, suggested many measures for fostering professionalism. Several key
suggestions were made by the group for strengthening capacities for urban development.
Amongst many activities proposed under Action Plans for Government of India and States
for Capacity building, the following are highly relevant in the context of current study:
Creating dedicated municipal cadre covering various core services at ULB level.
Addressing need for catering to emerging functions within 74th CAA framework.
Developing a Comprehensive Capacity Building Framework and creating a separate
division for Capacity Building within MoUD. Training about one lakh elected
representatives in all ULBs during the plan period
Making supply-side capacity building stronger. Creating a network of 50 institutions /
Centres of Excellence to address capacity gaps. Developing 50 standard training
modules for state level training institutions. Implementing ToT framework for ensuring
availability of trainers of standard.
Developing Urban Resource Networks with updating of database of best practise and
knowledge platform for capacity building tools, exposure visits and experiential learning
for urban managers.
Creating a reward and recognition mechanism for promoting innovations and
exemplary performance in urban service delivery.
One of the very significant directions shown by this Working Group is preparation of a Draft
Advisory Note for Municipal Cadre to be communicated to the States which acts as a
22
guideline for creating municipal cadre, its need and broad framework for classifying ULBs,
proposition of municipal services, staffing norms and numbers besides methods of
recruitment. This Draft Note is being reviewed in detail as an exclusive point in this section.
2.4.6 12th Plan Steering Committee on Urbanization
The 12th Plan Steering Committee on Urbanization made a number of recommendations
regarding governance, institutional, capacities and specialized municipal cadre in the urban
sector. Some of the recommendations of the Committee are mentioned below:
■ Functionality of relationship between the elected representative with permanent
members of bureaucracy and empowerment of the elected representatives.
■ The Group was of the unanimous opinion that the poor quality of urban managers is
one of the major reasons for sub optimal urban administration. The manpower
available in most of the urban local bodies is not equipped with the necessary technical
and planning skills to meet the growing urban challenges. Thus, creation of a municipal
cadre is essential.
■ The Group has proposed to merge MoUD and MoHUPA at central level as the services
delivered at ULB level involve all the functions of urban development, urban poverty
alleviation as well as housing.
■ Corporatization of service delivery
■ States should consider adopting standard norms for classification of ULBs. It further
suggested classifying all the municipalities into three categories:
Municipal Corporation for large urban areas of 5 lakh and above
Municipal Council for urban areas of 1 lakh to 5 lakh
Nagar Panchayat for towns below 1 lakh population.
■ The Recruitment Rules to provide for at least 25% direct recruitment in Category A
posts and 50%, in Category B.
■ The functional domain of urban bodies may be restructured under heads such as
General Administration; Revenue Collection; Planning & Regulations; Water &
Sanitation (Sewerage / Septage Management and SWM); Health; Public Works and
Civic Amenities; Financial Management; Project Management; Auditing; Urban Poverty
Alleviation & Social Welfare; Public Education; and Other Services and Support
Functions.
■ It would be logical to have a separate municipal cadre for the Municipal Corporations
considering complexity of the problems and issues to be addressed in the larger cities.
■ For Municipal Councils and Nagar Panchayats there could be another municipal cadre
as the requirement in these towns is of a lower order. Alternatively, functionaries could
move to higher levels of local bodies on the basis of their experience.
■ The Committee further recommended financing the cadre from the 12th Five Year Plan.
■ The Committee has also suggested earmarking a budget of Rs. 50,000 lakh in the 12th
Five year plan to fund the cost of running the specialized municipal cadre.
■ Induction Training Programmes for the Councillors needs to be conducted by every
state government for all urban local bodies immediately after elections, so as to
educate and sensitise the elected members regarding relevant provisions of the law
and their roles and responsibilities in respect of the various Government policies and
programs relevant to the urban areas. Capacity Building programmes should be
tailored to meet these needs.
■ The Report suggests creating a network of 50 institutions and Centres of Excellence
including 5 Indian Institutes of Urban Management to augment the supply side strength
for urban capacity building.
The Report contains a Draft Advisory Note on Municipal Cadre creation for all States with
indicative staffing pattern and norms for developing a dedicated municipal cadre. This
Note, which is highly relevant to the current project, is being reviewed in this section in
detail.
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2.4.7 Working Group Report on Urban Governance
The Working Group on Urban Governance was formulated for the 12th Five-year Plan and
envisaged a strong need for creating municipal cadre and arriving at staffing norms based
on the city /town classification. It strongly purported that each state should revisit the
current classification and rationalize its cadre in accordance with broad categories of
Municipal Corporations, Municipal Councils and Nagar Panchayats.
It has extensively discussed the devolution of powers, political and functional
empowerment in terms of funds, functions and functionaries in municipal context. It has
argued for a strong overview mechanism and proposed –Ombudsman to be formed to
ensured accountability and transparency besides making a mention of collaboration
amongst parastatal agencies. It has fervently advocated numerous new paradigms such as
environmental sustainability, PPP, citizen partnership, social audits, utilizing new
technologies like IT, e-governance besides rejigging municipal structure and creating a
professional municipal cadre to strengthen organizational capacities.
2.4.8 Draft Advisory Note for Municipal Cadre
The Draft Advisory Note for Municipal Cadre which is annexed in both reports of Working
Group on Capacity Building and that of 12th Plan Steering Committee on Urbanization has
discussed in depth the municipal staffing situation, practices in various states and the
patterns that could be adopted by States while creating municipal cadre.
The Note highlights the need and advantages of creating dedicated municipal cadre in the
light of increasing urban challenges, addition of new functions and reforms and
programmes promoted by the state, centre and external agencies. Several administrative
and structural reforms made under JnNURM, 74th Constitutional Amendments Act are
discussed for accentuating the need for creation of municipal cadre. Status review of
implementation of administrative and structural reforms across JnNURM cities is
mentioned along with devolution of functions to ULBs as mandated under 74th CAA.
Variations in organization structure at state level and role clarity between parastatals with
specific references are observed and analyzed in the note. The contents of the Note
broadly contains practices in States with regard to parameters considered for classification
of ULBs, Recruitment Rules – classification of posts, appointing authorities, methods of
recruitment, transferability, ratios of direct recruitment and promotion, mode of lateral entry,
deployment of State Cadre Officers for chief executive positions in larger corporations and
related topics were addressed with specific examples of different state practices.
A significant part of this Note is that it suggested indicative norms offered for staffing
pattern. It has proposed staffing numbers position wise for Greater Municipal Corporations,
Municipal Corporations, Municipal Councils and Nagar Panchayats with various population
limits in the functions of Administration, Revenue, Engineering, Accounts, Public Health,
Town Planning, Legal and Fire. This provides the point of take-off for the current study on
Municipal Cadre.
2.5 Rationale for establishing Municipal Cadre in India
Several factors contribute to the argument that it is time for states to consider having
exclusive cadre for Municipal Administration. For decades, municipal staffing in most states
is carried out by the deputationists from various departments which have led to lack of
ownership to the department. This tentativeness of tenure affects the dedication of staff to
render robust services. Under the integrated personnel system where inter departmental
transfers and promotions are encouraged to ensure vertical growth of staff has actually
created a scenario of lack of expertise in specific functions and mismatch of expertise to
the positions occupied. For instance, a veterinary doctor heads a ULB without having any
orientation of what is expected in that role.
Since the beginning of this millennium, Urban Development sector started acquiring
greater importance and urbanization has been taking place at a rapid pace. At the
24
national level, expectations from urban sector as a growing contributor to GNP are
rising. Urban reforms are fostered in a big way.
Legislations like 74th CAA, administrative reforms suggested by the 2nd ARC reforms
suggested under JnNURM have favoured decentralization, strengthening of ULBs with
more responsive civic functions, empowerment of citizens and have stressed strong
need for dedicated contingent of urban staff for making a ground level difference.
Import of these legislations, especially proposing larger accountability of Mayor/
chairperson by devolving authority and expecting executive officer of ULB to report to
them, require a true culture change and capacitation at ground level. Unless dedicated
and trained officers and staff who are equipped with skills and more importantly a
mindset to respect local governance are in place, decentralization will only remain
symbolic.
Finances are the key for development. Importance of possessing financial experts for
revenue generation and management is increasingly realized and special attention is
being paid to the same. Huge funds and grants from national, state and international
level require proper funds management procedures which can be handled only by
professionals in the domain.
Urban Planning has acquired greater significance with more emphasis on systematic
planning, preparation of CDPs, design of megacities, SMART cities, Transit-Oriented
Development etc. Planning for world-class cities requires expert talents to match and
Urban Development departments are not sufficiently equipped now.
While the scenario in cities and large metropolitan areas is rapidly transforming,
urbanization rate is throwing up compelling challenges in terms of urban water,
sanitation, transportation, housing, environment, jobs which require specialist skills to
address them, and urban development functions can hardly be delivered by the staff
with tentative tenure.
Several emerging functions are getting added to the list of functions to be performed by
ULBs such urban such as poverty alleviation, low cost housing etc. that are undertaken
by the government at central and state levels, which need trained personnel for
producing results.
Technology has become a force-multiplier in urban administration’s service delivery.
Use of IT, GIS, GPS in land assessment, property tax and other assessments’ online,
grievance handling, acquiring certificates of birth and death online and several other
technical initiatives could not be achieved without professional talent.
Citizen-centric service delivery is professed consistently to meet the growing
expectations of public and radical transformation of service delivery mechanism by
means of online services as well as establishment of citizen facilitation centres as one-
stop shop contact point is demanding special attention for efficient, courteous and
transparent manner of working for which current staffing is grossly inadequate.
Transparency and accountability to public is emphasised now like never before. Acts
like RTI, RTPS, and Public Disclosure have made it obligatory on part of the ULBs to
conduct business in transparent manner and make themselves accountable.
Grievance Redress mechanisms, appointment of Ombudsman, Vigilance
Commissions, and Auditing of ULB accounts are putting additional demands for
responsible civic administration by the ULBs. Regular and professional staff is needed
to meet this demand.
Many international funding agencies are independently promoting programmes expect
visible and accountable results from the funding support they extend. This cannot be
achieved without having a committed set of employees and executives.
External agencies and Central and State governments’ reform programmes are making
conditional funding a strategy to bring the desired transformation in Urban
Administration. Service Level Benchmarks [SLB], Results Framework Documents
25
[RFD], Best Practice Awards are positively influencing states to respond to these
rewards and recognitions.
To match with the pace of rapid urbanization across similar countries, initiatives like
BRTS, Metro transportation methods, SMART cities, industrial corridors like DMIC,
TOD [Transit-Oriented Development] cities, are intimidatingly questioning the
capacities of Urban Governance sector which is grossly inadequate with highly
specialized expertise and radically different leadership to match with. With no
dedicated personnel at all levels including leadership it will take the nation long time to
realize its dream.
With so much on the platter, states need to take a fresh look at its human resource
capacities and create a devout cadre for municipal management.
3 Review of focussed states – Lessons learnt
One of the significant parts of this exercise for developing the municipal cadre is to study the eight focused states for understanding urban development scenario in these states especially for gaining insights in to municipal personnel management practices with specific reference to the terms of the study. Eight states studied include – Assam, Bihar, Karnataka, Madhya Pradesh, Maharashtra, Odisha, Tamil Nadu and West Bengal. Major elements studied in each state are:
Organizational Structure at State and ULB level
Classification of ULBs – norms adopted
Review of functional domains of ULBs in the context of the 12th schedule of the 74
th
Amendment to the Constitution of India
Review the need and rationale for adopting the right municipal personnel system for
functional efficacy.
Staffing norms, positions, groups, numbers, functions, departments
Municipal Staff Management practices – recruitment, promotions, transfers, training,
performance evaluation, incentives etc.
Lesson learnt from the review
A detailed account of state wise review of the above parameters is presented as Vol. II of
this report. In this section, an analysis of major factors studied in the eight focus is given
along with lessons learnt which form the basis for the approach and options for creation of
municipal cadre.
3.1 Highlights of review of focused states
Apex-level Organizational Structure of Urban Development in each state is varying.
Major functional domains of urban development, water supply, housing, urban poverty
alleviation, are differently combined. For instance-
o In Tamil Nadu, H& UD department and Municipal Administration & Water
Supply operate as two independent departments. The only linkage between
these two departments is that H & UDD delegates its powers of building
approval [ground plus one level] to ULBs.
o In all states studied, City Corporation and Water Supply & Sewerage Board
work independently except in Tamil Nadu. In Tamil Nadu, Municipal
Administration & Water Supply [MAWS] is headed by Secretary under whom
CMA, Directorate of Town Panchayat, Chennai Corporation, CMWSSB and TN
Water & Drainage [TWAD] Board function.
o In West Bengal, Municipal Affairs is a separate department from Urban
Development headed by two different principal secretaries under one minister.
o In Orissa, Housing and Urban Development are under one department, while
in Karnataka Urban Development department at state level also looks into
functions of water and sewerage board, as well as city development authority.
26
o In Assam, Directorate of Municipal Administration, Town & Country Planning,
State Housing Board, Assam Urban Water Supply & Sewerage Board are a
part of Urban Development department.
o In Bihar Urban and Housing Development departments are under one
Principal Secretary.
Structure of Municipal Administration within Urban Development Department also
varies in states. In most states Directorate /Commissionerate of Municipal
Administration [C/DMA] handles functioning of all ULBs except the Metro Corporation
[the capital city corporation].
o However in Tamil Nadu, there are three units which operate independently of
each other – Chennai City Corporation [CoC], Commissionerate of Municipal
Administration - which handles affairs of 9 municipal corporations other than
CoC and 125 municipalities, Directorate of Town Panchayats-which handles
529 town panchayats. In all other states, C/DMA is responsible for functioning
of all ULBs except the capital city corporation, which functions independently.
o Proposed Odisha urban administration structure, however, is based on the
strength of unified structure and suggest grading all ULBs according to
population norms and administer them under one departmental head including
the capital city Municipal Corporation. States are yet to experience the results
of working together under one C/DMA to really assess the structural impact on
the performance of ULBs. Odisha’s unified Municipal Administration model
needs to be watched once it is introduced.
Parastatals related to Urban Development- numerous functions that are significant are
being managed by different parastatal organizations in the states in varied forms – as
corporation, board, authority etc. Some samples are -
o Key functions such as Water Supply and Sewerage [Assam, Odisha, Bihar,
and Karnataka], Housing [Maharashtra, TN etc.]
o Urban Development Authority [in most states]
o Infrastructure development and Construction [Odisha, Bihar]
o Public Health Engineering, [Assam, Odisha]
o Transport services [Odisha], Slum Rehabilitation [Maharashtra, ]
o Town & Country Planning [MP ]
o Urban Finance [TN, Karnataka etc.] are handled by these Parastatals
independently.
Communication and coordination between these Parastatals and Urban Development
department has been minimal. Parastatal agencies observe that ULBs do not give
priority to their initiatives as much as their own, while ULBs find Parastatals not
meeting the expected targets. Due to poor coordination, agencies exchange blames
for not achieving the required results.
Legal framework for Urban Development -All functions, roles, authorities and duties of
Urban Administration are well governed by State Municipal Acts, bye-laws, policies and
rules. Personnel systems are administered as per Cadre & Recruitment /Service
Rules. Most of them are amended from time to time to suit the changes. Wherever
municipal cadres exist, Cadre-wise Service rules / bye-laws guide the cadre / staff
administration [Karnataka, TN, Maharashtra etc.] Odisha’s proposed Unified Municipal
Act is a good example of bringing all the cadre and services under one legal framework
to achieve results.
Classification of ULBs varies from state to state. Most states have adopted three-tier
classification viz. –
o Municipal Corporation including Greater Corporations [All states]
o Municipality / Municipal Council [Bihar, Maharashtra] / Municipal Board
[Assam]
o Nagar / Town Panchayats [Maharashtra, TN, MP, Bihar]/ Town Committees
[Assam]
Karnataka has classified ULBs under five heads –City Corporations, City Municipal
councils, Town Municipal councils, Town Panchayats and Notified Area Councils
[NAC]. Odisha, Karnataka and West Bengal classify some ULBs as NAC which have
special features like industrial townships, heritage cities, tourism towns etc.
27
Population based on latest Census constitutes the key criterion for classifying ULBs in
all states studied. However, other criteria also are considered such as -
o Annual Revenues of ULB [Karnataka, TN]
o 50% employment from non-agriculture activity [Karnataka]
All the three Municipal Personnel Systems – [Unified, Integrated, and Separate] are in
practice in different states.
o Group A [in some states –Class I] officers are from both State as well as
Municipal Cadre as applicable under Integrated system.
o Group B & C [or Class II & III] in some states are under Integrated system
[Bihar, WB, Assam] while in others they are under Unified system [Karnataka,
TN, Maharashtra, MP]. Odisha is in the process of embracing Unified
Personnel System.
o All Group D [or Class IV] employees are governed under Separate system
where ULBs are authorized to recruit them and they remain with ULBs except
when they request for a transfer. o In other words, different groups are operating in different orbits and all three
types of municipal systems are operating simultaneously in states having municipal cadre. In states that do not have municipal cadre, only Integrated and Separate systems are in vogue.
Status of creation of municipal cadre varies significantly. Current status of municipal
cadre implementation across states is as follows –
Table 2: Status of Municipal Cadres in India
Status States States completely created and implemented for over 5 years
■ Maharashtra ■ Karnataka ■ Tamil Nadu
States initiated municipal cadre and is under final stage of ratification /ratified
■ Madhya Pradesh ■ Odisha
States that are yet to initiate municipal cadre in full form
■ West Bengal ■ Bihar ■ Assam
Personnel Administration is governed by well laid out legislations, Service Rules and
Staffing policies. Municipal Staff / Cadre Management authority varies from state to
state. Where exclusive municipal cadre exist – respective state level departments l
manage it. For instance, all Municipal Corporations of metro are managed either by
state government or by Municipal Corporation itself [TN, Karnataka, Maharashtra etc.]
Other municipal corporations, Municipalities/ Nagar Panchayats are mostly
administered by the C/DMA. In Tamil Nadu, Town Panchayats are managed by DTP
independently. In West Bengal and Assam, state government monitors the personnel
function of urban development department. It is observed that ULBs are yet to be
empowered in appointing staff [except group D and other temporary posts] as
visualized in the 2nd
ARC Report. Recruitment Authority for different groups vary from state to state –
o Group A executives [State Civil Service] as well as some Group B services is
the State’s Public Service Commission in all states.
o Groups B & C are recruited by Staff Selection Commission [TN, Odisha etc.] /
Recruitment Committee [WB], Examination Board [MP].
o Group D field level employees are recruited by ULBs with a nominated officer
from state government /district collector with representatives from Mayor-in-
Council.
Staffing norms are laid out in the policies and rules of the respective states. Different
norms are followed for different services in states. For most of the core functions, ULB
population [to be reckoned by latest Census data] is the criterion to fix the norms at
various positions. Some norms are related to nature of work. Odisha proposed to link
road length as a parameter to work out staffing of engineering, sanitation etc., while
28
Tamil Nadu links number of cesspools to be attended as a norm for fixing sewerage
staff or Area as a criterion for norming building and engineering staff. In MP,
community development staffing is linked to number of slum households etc.
Most states are following these norms based on past experience and historical data
instead of engaging scientific manpower planning techniques such as time and motion
study. Assam, it appears, happens to be the only state which, under the third State
Finance Commission, got a study conducted on Model Staffing Pattern by an external
agency to measure the work carried out using work /time study principles to arrive at
the staff strength. It is in the process of implementing these recommendations.
Promotions for the posts created are instituted against vacancy and seniority
constitutes the guiding principle as provided for in the Service Rules. Ratios between
direct recruitment and promotions are clearly mentioned in the rules. In case of inter-se
seniority, norms are well laid out in the Service Rules of state government as well as
C/DMA as the case may be. Tamil Nadu adopts a roster system in establishing
postings on deputation as well as promotions from various sections to a particular
position /cadre.
Selection methods for Recruitment and Promotions are as well laid out [Maharashtra,
Tamil Nadu, Karnataka, Odisha [proposed] etc. Departmental examinations –subjects,
marks, percentage for passing, selection committee constitution, weightage for other
factors such as seniority etc. are given and practiced accordingly.
Transfer postings are made according to availability of vacancy, seniority and transfer
norms of maximum period in a station basis. Zone of Transfer is established as per
Service Rules. In most states especially in Megacity Corporations, Group B and C are
transferred within its zones and wards. Rest is transferred within ULBs under C/DMA
where Group A & B state-wide, Group C within district and Group D non-transferable
[except in Karnataka where they are transferred within neighbouring ULB]. To make
transfers transparent and fair, some states engage in Counselling method to ensure
fair chance is given to all eligible.
ULBs are grossly under capacitated due to dearth of quantity and quality of personnel.
The minimum qualification of group C & D as well as group B is not even graduation for
recruitment, promotion. In all states, there is a ban on recruitment over 2-3 decades,
during which personnel were engaged on daily wages or on compassionate grounds
on ad-hoc basis.
Box 1: Counselling method of Transfers
States like Tamil Nadu and Karnataka adopt ‘counselling’ method for
Transfers, which is considered as a best practice. Through this system,
periodically, the department generates a list of vacancies and a list of eligible
candidates for each vacancy. This list is displayed online and the candidates
are called for counselling session at a pre-determined date and place. During
the counselling session, transfers are made to best balance the unit
requirements with that of employees. Though there will be some anomalies,
by and large, employees have accepted this method as transparent and free
from bias and brought down corrupt practices in postings. Similarly Gujarat
adopts ‘Collegium’ methods for the same purpose.
29
In Karnataka there are many court cases and verdicts supporting contract / daily
wages employees and ULBs are ordered to absorb them or compensate them. By this
method, merit is compromised; ULBs are struggling to fight cases where even their
legal capacities are very limited.
Group D which is the field level positions is managed by ULBs. States are considered
to progressively outsource group D positions as the current incumbents retire. Owing
to technological interventions, some positions are rendered redundant. States have a
mechanism to identify such posts and stop recruiting for them. Complete outsourcing
some functions [such as SWMP] are actively being considered in states like Karnataka
and Tamil Nadu. This also makes economic sense since these positions are large in
number and significant funds are allocated under this head.
Vacancy positions even in states that have implementation municipal cadre are
significantly high. In Tamil Nadu during 2012, there were 1286 vacant positions in
Town Panchayats and despite approval to fill them, only 164 were filled up. Chennai
Corporation identified 2405 vacant positions with 784 additional posts [new] that
needed filling up. In Karnataka’s Directorate of Municipal Administration [in 30 districts
– all ULBs other than BBMP] the staffing pattern is as follows during 2012:
Table 3: Staff strength in DMA, Karnataka
Sl. No. Details of staff strength Nos.
1 Total sanctioned strength 25222
2 Working Strength [in position] 17111
2a On regular municipal roles [cadre staff] 12416
2b On deputation from other state departments 256
2c On daily wages 4439
3 Total vacant positions 8111
Well established leadership is a force multiplier and HPEC has rightly recommended
for training specialists from the cadre in Urban Governance in national and
international premier institutions [about 300 IAS officers to be trained every year].
Similar efforts will be extremely useful for State Administrative Service Officers who are
also generalists and transferable.
PM’s Rural Development Fellowship model is worth studying. Under this scheme,
young management graduates will undergo a Fellowship programme for 3 years with a
reputed premier management school, as a part of which they will work as understudy
with district collectors in assisting them in implementing various RD schemes and
programmes. A decent stipend is paid to these professionals. In this process, both the
officer and the student will derive win-win gains, as one of the lacunae the leaders face
is not having professional second line assistance.
For specialist positions, lateral entry is adopted in several states from other state
government departments at senior levels [Urban Planning, Finance, Infrastructure,
Engineering etc.]. It is also important to attract experts from Private and Public Sector
organizations for managing exclusive Reform units proposed [e-governance unit,
technology unit, procurement unit, HR management unit] on consultancy or PPP mode
to foster critical competencies needed.
30
Training and Capacity building is yet to evolve as a full-fledged function as there is no
training policy declared in urban development in most states. However, Karnataka,
Maharashtra and Tamil Nadu have tried plugging both supply side and demand side
aspects of capacity building by rapid training where huge budget is allocated under
various schemes and programmes. Madhya Pradesh is a lone exception as they have
prepared urban specific training policy.
State ATIs, [YASHADA in Maharashtra, State Urban Development Institute Mysore,
Anna Institute of Management Tamil Nadu, Tamil Nadu Institute of Urban Studies, etc.]
have designed and delivered focused training programmes as per mandates of Central
and State governments.
However, there is no evidence of systematic training need assessment. There is no
mandatory training [Foundation and Mid-career] for personnel at any level, other than
State Administrative Service Officers. It is appreciable to note that based on HPEC
Report and other recommendations – investments are going on in establishing
National Institutes of Urban Affairs [e.g. MP], SIUD, RCUES, and UMANG in Odisha
etc.]. It is also observed that senior executives in some states are trained in IIMs,
LBSNAA organized workshops. States like Assam, Bihar and West Bengal etc. need to
increase emphasis on training.
Performance Evaluation is carried out as per Service Rules in prescribed formats.
Referred to as ACR [Annual Confidential Reporting] in some states or PAR
[Performance Appraisal Report] or as Annual Performance Report [APR] in most
states. It has evolved from confidential reporting system to a self-assessment system
currently. However, the factors captured under this system are still archaic with a lot of
information sought on factors not related to performance [such as health, property tax
filing etc.] Assessment factors enlisted also are too broad and vague, giving scope for
subjectivity. No system of giving performance feedback is established in any state so
far.
Performance based incentives as a mechanism is not established in any state
currently. No provision is made in the existing service rules other than regular pay,
increments and other entitlements to monetarily reward employees based on their
specific contribution at work. Some state level executives are impressed by the idea of
creating scope of incentivizing individual performance against agreed and delivered
key result areas.
Sources of funds for meeting employee costs varied in states. Commonly, states meet
their employee costs from state government funds as well as ULB revenues. As the
revenues do not match up the costs, each state provides financial support in different
forms – like Local Fund System [Odisha] Devolution fund - basic grant [Tamil Nadu]
Octroi Compensation Grant [OCG] in Odisha etc. In West Bengal, 85% of costs are
met by the state government and 15% by respective ULBs.
Some of the states have capped administrative cost at 49% of the total revenues of the
ULBs including all the grants. This is now raised to 65% based on the Pay Commission
revision. Lack of specific funds for meeting establishment costs are found to be the key
issue in filling vacancies. Unless ULBs are strengthened to generate their own
revenues the gap keeps increasing.
3.2 Review of All India Services and State Civil Services - Cadre management practices
and Services Rules
Cadre Management and Service Rules of the highest administrative service in India [Indian
Administrative Service] was reviewed in the context of developing an approach and options
for municipal cadres since this framework is robust, time-tested and widely accepted.
During the review of focused states, cadre management and service conditions of state-
level civil services were also reviewed for understanding the good practices and
31
incorporating relevant processes in municipal cadre administration. Key elements of both
these systems are discussed below:
Cadre Management of All India Services
The Indian Administrative Services [Cadre] Rules, 1954 clearly framed the cadre rules
in terms of defining its constitution, strength of cadres, deputation norms, postings
various powers to be exercised in managing cadres along with exceptions.
IAS is one of the three All-India Services to which recruitment is based on the Civil
Service Examination conducted by Union Public Service Commission. IAS officers are
expected to serve both union government as well as state governments as per the
allocation of cadres.
Department of Personnel & Training [DoPT], which is part of Ministry of Personnel,
Public Grievances & Pensions is the Cadre Controlling Authority for Indian
Administrative Service [IAS].
There is one IAS cadre per state except 3 joint cadres [Assam-Meghalaya cadre;
Manipur-Tripura cadre; and, AGMUT – Arunachal Pradesh, Goa and Mizoram Union
territories]
IAS officers are fundamentally responsible for general administration, law & order,
policy making, policy implementation and managing public finances. Ratio of cadre
post filling norms is laid out in terms of direct recruitment and promotions to various
positions.
Career growth and Promotions of IAS officers are well defined with designations,
levels, pay scales and grades at both state governments and central government in
parallel. Rules of Promotion of IAS officers are well laid out with authority for
promotion, constitution of screening committees, determination of vacancies, criteria
for fixing seniority list, reservations, factors considered for promotion etc.
Training is given great significance in making of an IAS officer. Being the highest
administrative service in the country, IAS officers undergo rigorous training right from
induction level. Besides, equal importance is given for mandatory mid-career training at
regular intervals in 3 phases. In all, every IAS officer undergoes the following
mandatory training as per DoPT Rules:
o Induction level Training – [Phase I & II]
o Mid-Career Training Programme – Phase III, IV, and V
o In-Service Training Programme – 1 per year /in a 2-year block
Lal Bahadur Shastri National Academy of Administration [LBSNAA], Mussoorie is the
prestigious institution for training of IAS, besides several other Administrative Training
institutions of the country.
From conventional Annual Confidential Reporting [ACR], performance evaluation
system for IAS had graduated to Performance Appraisal Reporting [PAR] in 2007. This
current PAR system focuses on:
o Preparation of ‘Work Plan’ in the beginning of the year and provides for a mid-
term review of work plan. It ends in annual assessment of achievements
against commitments made in the work plan
o Performance of an officer is assessed by self, Reporting authority, Reviewing
authority and finally by Accepting authority. There are quantitative [numerical
grading] as well as qualitative assessments in the given system. Different
weightages are proposed for different factors [Work output, personal attributes
and functional competencies]
o Scope is provided for feedback and representation mechanism where the
officer reported upon is not in agreement with the appraisal.
32
DoPT is in the process of introducing e-PAR, an online PAR system with in-built alert
mechanism to ensure speedy, transparent and smart appraisal system. This will be a
major shift in the way performance evaluation is viewed. From typical ‘senior’s opinion
on ‘junior’, current PAR will evolve as tool for career planning and training.
Cadre Management of State Civil Services
Similar to Union Public Service Commission, officers of State cadre are recruited to State
Civil Service through competitive examination as well as on promotion. A state cadre
officer For instance, Karnataka Administrative Service [KAS] or Bihar Administrative
Service [BAS] officer can be considered for All India Services on conferment basis. Other
states like AP, Tamil Nadu, consider TNPSC group A / I officers as state administrative
service who will against norms marks, department worked, seniority, upper age limit etc.
for preparing eligibility list. Conferring of IAS /IPS / IFS is done through a four criteria
process
o Seniority
o Written examination
o Annual Confidential Report [ACR] score
o Interviews
State Public Service Commission [like TNPSC, Maharashtra PSC, Assam PSC, MPPSC,
Karnataka Public Service Commission, WBPSC etc.] is the cadre management authority
for group services as well as selecting officers for all India services for conferring as IAS
etc.
Rules vary from state to state in this matter. In states like Karnataka, Bihar etc. state
administrative service officers are one single cadre – KAS, BAS, which have common rules
for recruitment, promotion, transfer etc. However some states like TN, AP etc. State Public
service commission officers belong to Group I [or A] with higher score are assigned an
option to choose a department. Once chosen they belong to that department and they are
not interchangeable to other department. Selection for conferred IAS also happens based
on the allocated numbers from each department. For instance, 85% SAS officers from
Revenue are eligible for conferred IAS. While only 15% officers from rest of all the
departments can become eligible for consideration to All India Services. Thus, a state civil
service officer assigned to Municipal Administration has barely a chance to make it to IAS
on promotion.
Recruitment, Promotion, Transfer and ACR rules are well laid out. Training – both
foundation and in-service training is given but not on mandatory grounds, especially for
those assigned to Municipal Administration.
Key learnings:
Lessons and principles that could be drawn for Municipal Cadre Management from the
above systems are:
• Exclusive Cadres for Municipal functions
• Robust Recruitment and Selection process
• Mandatory Foundation course and in-service training including field training
• Norms for reckoning seniority
• Promotion norms
• Performance-linked Appraisal System
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3.3 Impact of creating Municipal Cadre for Urban Governance
States like Maharashtra, Tamil Nadu and Karnataka [as also AP, Gujarat] which have
implemented municipal cadre since long have been acknowledged as states going
progressively on urban development. All these states have advanced urban transport
mechanisms like BRTS, slum development initiatives, e-governance and mobile-
governance applications for service delivery, public disclosure, grievance handling
mechanism, citizen-centric inclusive planning, and PPP projects on advanced mode.
They are also financially strong as ULB revenues are systematically growing.
Tamil Nadu is leading in implementing many initiatives like plastic-free, garbage-free,
open-defecation-free towns with advanced septage management systems. Many
international funding agencies such as World Bank, JICA, DFID, ADB and others are
engaged in funding projects like waste water recycling [e.g. Devanahalli of Karnataka],
Ecological Sanitation project in Mamallapuram in Tamil Nadu are some of the
examples in this regard. Maharashtra’s Pimpri-Chinchwad model of using e-
governance platform for municipal service delivery, AP’s e-municipality portal etc. are
highlights to prove that states with strengthened municipal cadre forge ahead of others
in urbanization.
Some more evidence in support of municipal cadre can be observed by JnNURM
assessment of reforms and credit ratings. The following information substantiates that
out of 65 cities all cities with municipal cadre are falling in the top 20 list in their Credit
Ratings. JnNURM Reform Score Card as of 2013 also indicates that states with
municipal cadre appear in the top 5 of 31 states & UTs, while the others are lagging
behind.
Box 2: JnNURM Credit Ratings of ULBs
Status of Credit Ratings of ULBs in JnNURM cities as on Nov. 2012 indicate
that all cities that received A series ranks [20 out of 65] happen to be in
States that have dedicated municipal cadre – such as Maharashtra, Andhra
Pradesh, Gujarat, etc. The only city that received a C rating is Puri, Odisha
which is yet to introduce Municipal Cadre.
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Table 4: JnNURM Reform Score Card of 31 States [as on 31st July 2013]
Sample states Overall performance % Rank [on 31]
Sample states that have municipal cadre in place
Karnataka 93.9 1
Maharashtra 90.8 4
Tamil Nadu 89.9 5
Sample states that are yet to implement municipal cadre
West Bengal 83.5 12
Madhya Pradesh 82.4 13
Orissa 74.8 18
Assam 72.3 21
Bihar 70.3 23
Source: http://jnnurm.nic.in/scoring.html
3.4 Lessons learnt
In sum, from the review of focused states, numerous lessons were learnt on what are
working well and what is not and why and how to make them work. Given below is the
table that contains parameter-wise lessons learnt and alternatives to be considered by
states.
Table 5: Lessons learnt
Study Parameter
Lessons learnt / alternatives
Organization
Structure and
Legal
framework
■ Varied structure at apex level (state government) to ULB level ■ Lack of communication, collaboration, accountability for results experienced. Blame
game and passing on buck culture. ULBs unable to prioritize actions. No synergy, coordination and learning from each other. Work in silos and no integrating point
■ Odisha has proposed model of unified municipal law, organization structure and classification of ULBs needs consideration
■ Major departments in Urban Governance and Parastatals should have regular communication, joint visioning, joint urban planning with accountability matrix, SLAs to be entered between departments /entities for increased collaborative efforts
Need for
municipal
cadre
■ In the study, states like Tamil Nadu, Karnataka and Maharashtra which implemented unified system of having exclusive municipal cadre for many years had made a significant progress in urban development. Many urban reforms are far ahead of others who have not yet implemented them. Many state and central initiatives like 24x7 water supply, TOD based townships, bitumen roads with plastic waste, advanced e-governance and m-governance [mobile] systems are in vogue in these states.
■ States that do not have dedicated municipal cadre need to follow the above models for strengthening urban governance.
Relationship
between
Elected and
Employed
Functionaries
■ While most of mandates of 74th
CAA are being carried out in states at varied degrees, elected and employed functionaries of ULBs are not fully operating in cohesive manner. Executives find elected members politically interfering in administration. In BBMP, Commissioners are transferred too often due to political pressures.
■ There is a strong need to create a team culture in ULBs in which elected members as well as executives understand the boundaries and dependencies on each other and respect the same. Initiatives like joint Leadership programmes, joint Visioning and Goal setting processes, behavioural interventions, training for elected representatives in management may be useful to create such climate in the long run.
Acts, Policies
and Rules
■ States have different Acts, Policies and Rules guiding in framing the ULB structure, functions, designations, job design, roles and responsibilities, authority, financial powers. Service Rules are applicable differently to different services which are elaborate and legally binding.
35
Study Parameter
Lessons learnt / alternatives
■ Odisha and Madhya Pradesh have attempted to bring a Unified Municipal Law to facilitate administration of municipal cadre under one legal framework. This process will eliminate anomalies in terms of disputes arising out of conflicting sections and will minimize employee grievances and court cases.
Staffing Norms ■ Most states make staffing norms based on past experience and historical data. No
evidence of scientific manpower assessment study conducted, except in Assam. ■ Keeping the changing job profiles, technological interventions, enhanced skills of
personnel, it may be worthwhile conducting an independent manpower assessment based on work /time study principles every five years to be accurate on staffing numbers
Recruitment ■ Public Service Commission / Staff Selection Board recruitments take a long cycle
time and delays in filling the posts. Hence, creating a dedicated Municipal Recruitment Board could be an alternative which can accelerate recruitment process [similar to Boards of Police recruitment, Banking Staff Recruitment Board etc.]
Promotions ■ Promotions in all states are based on vacancy-cum-seniority basis. Since ULB
establishment costs have a ceiling related to its revenue generation, many vacancies are filled in time. This is leaving employees dissatisfied as well as ULBs under-capacitated.
■ Time scaled promotions could be an option to sustain motivation, based on stringent performance management mechanism. This will enhance ULB performance also as well as create a culture of meritocracy [many international benchmarks indicate this method]
Training and
capacity
building
■ Although a lot of training activity is being carried out by some states, there appears to be no systematic training need identification exercise, followed by training plan. Ad-hoc training should be replaced by planned training interventions.
■ Municipal cadre to be recruited and promoted need foundation and mid-career training to bring professional urban management skills in them. This should be modelled on State PSC recruits for Police and other services. Foundation training could be administered by National Institutes [NIUAs / YASHADA /MCR HRD /ATI Mysore etc.]. States could look into establishing district / regional training centres like Rural Development and Police for catering to ULB training.
Transfers ■ Transfers and posting are contentious issues in municipal administration as states
experience heavy lobbying and political interference. Vested interests get developed once employees are posted on recommendation. Karnataka, Tamil Nadu and Gujarat adopt a ‘Counselling’ method of transfers which is well accepted as fair and transparent. This model may be considered by states for similar purposes
Salaries and
Benefits
■ Regular employees in ULBs are governed by Pay Commission grades and scales and they are fairly satisfied with their salaries. However, compensation to contract, outsource, daily wages are very ad hoc and some of them do not follow Minimum Wages Act
■ One of way streamlining them is to develop a policy guidelines for engaging people on outsource and contract basis by which organized employment conditions can be ensured.
Cadre
Administration
■ Current urban administration in states that have municipal cadre is delivered through Establishment /personnel administration sections. While they are very robust in rule driven administration, establishment staff are not equipped with modern HR management and development techniques.
■ In the States which have no municipal cadre or [only 1-2], Personnel / Administration / Establishment sections carry out functions of deputation, postings and service matters. It is essential that HR function be strengthened when municipal cadre are introduced in full swing.
■ Introduction of new methods of cadre management such as PMS, Incentives, training strategy, employee involvement need professional skills and employee-friendly attitude. Establishing a full-fledged HR unit needs to be considered with professionals from open market on outsource/ PMU mode.
■ Although 74th
CAA as well as 2nd
ARC promote devolving powers to ULBs for recruiting staff and reduce dependence on C/DMA, the existing situation is not conducive to do so, as the perils of nepotism and vested interests still exist. An alternative to this could be the Recruitment Board through C/DMA should send shortlisted candidates for ULBs to choose from. This would ensure empowerment of ULBs to make its own decisions at the same time, quality of intake is also taken care of.
Quality of
Personnel
■ Owing to recruitment ban employees for long time were engaged on daily wages and compassionate grounds appointments. They suffer from lack of skills to perform their jobs. Karnataka amongst others is considering a one-time compensation
36
Study Parameter
Lessons learnt / alternatives
towards employee death while on service as against compassionate grounds recruitment
■ In Chennai Corporation for instance, freezing of recruitments remained between 2001-2006 and recruitments started again since 2009.To enhance quality of employees – measures like standardising minimum qualification to group C as graduation, institutional training and departmental exams for promotions besides continual skill upgrading can help
Staffing for
critical skills
■ New emerging skills like Urban Planning, Transportation, Financial management, Environment, Social Development, e-governance in most states are currently lacking. TN, Maharashtra, Karnataka, MP etc. are engaging external consultants on contract or consultancy basis.
■ Until internal talents in these new areas are developed, states can evolve a policy for augmenting these skills from external sources and pay them on par with market rates. This will help augment the required skills for ULBs.
Staff
strengthening
in field level
positions
■ To counter dearth of manpower for field operations and non-critical skills [group D] many ULBs are engaging outsource agencies especially for SWMP activities. AP [as shared in the regional workshop] engages ULB regular sanitation staff for road cleaning and outsourced entire SWMP [door-to door collection of garbage and recycling]. This also helps in reducing financial burden on ULBs
■ This counters proxy-employment by some workers and better management of service delivery
Strengthening
of institutional
set up for some
emerging
functions
■ Karnataka’s Municipal Reforms Cell is a good model of e-governance management [IT, GIS, GPS etc.]. Similarly is Gujarat’s model of Technology management where these parallel structures offer support services such as GIS, IT maintenance of systems, training of personnel to all ULBs. Thus, Karnataka, TN and AP experiences in e-governance have been very successful and worth emulating.
■ Similar cells /units may be set up for Municipal Procurement with streamlined online e-procurement process for major procurements to check wide-spread corrupt practices. ULBs can be given procurement powers within certain budget limits.
Performance
Management
System [PMS]
■ MP’s initiative of introducing PMS in one of its municipal corporations under MPUSP serves as a case to introduce such system. With key result areas and key performance indicators fixed for all sections and all levels, a robust PMS can ensure effective results by ULB including enhanced revenue generation. Thu, employee motivation also increases.
■ There is a need to revamp the Appraisal system also in line with PMS. There should be enough scope to assess the genuine contribution of employees on specific factors of competencies against their job descriptions.
Incentives for
performance
■ Most ULBs in MP, Karnataka, TN, and AP incentivize their employees against specific drives such as property tax collection. Incentives in cash or kind are announced during the drive and employees who achieve highest targets are given certificates, mementos like gold coins and cash awards. Although there is no provision in Service Rules for such reward, ULBs take approvals from the Mayor /Chairperson.
Funding for
cadre
appointments
■ While Working Group on Capacity Building had recommended INR 50000 lakhs for 700 Class I cities towards employee costs, support is required from 14th Finance Commission to states which introduce municipal cadre. This will be an incentive as well as conditional to meeting some standards.
37
4 Proposed Approach for creating Municipal Cadre
As discussed in the preceding Chapters, dedicated municipal cadre has become an
important need to transform the urban sector as engines of growth in true sense of the
term. Many committees have suggested establishing municipal cadre in the past, the most
prominent being the Working Group, Steering Committee on Urbanization, HPEC report,
McKinsey report etc. This issue was also discussed with all the states during the
consultation process and all the states have expressed a strong need to establish a
dedicated municipal cadre. In this section, therefore, an attempt is made to present an
approach to creating Municipal Cadre in the states, along with supportive institutional
framework for strengthening human resources.
4.1 Suggested Approach to Municipal Cadre creation
Overarching Principles for creation of Municipal Cadres
■ Constitutional mandates, Directives, reforms
■ Professional approach to Municipal Personnel Management
■ Strengthening leadership
■ Talent creation – attract, manage, retain
■ Creation of Performance culture
■ HRD through competency building and continual learning
■ Citizen-centric Service Delivery
■ Viability and practicability
In order to get an insight for developing the municipal cadre, recourse was taken to look
into many sources of information some of which are mentioned below:
■ Relevant Policy documents
■ Information collected from focussed states
■ Discussions with stakeholders during visits – Top executives, Employees, Personnel /
Administration departments, Unions, Citizen groups
■ Suggestions and observations as well as comments from representatives of various
states and domain experts, academicians, practitioners who participated in four
regional workshops and a national workshops
■ Suggestions from expert group – Members of World Bank, HPEC and Working Group
on Capacity Building
■ Inputs from MoUD and CBUD professionals
Key propositions/ alternatives made in this report consist of the following:
■ State-wide organization structure for urban development
■ Yardsticks for classification of cities
■ Functional mapping
■ Municipal Cadre and Services
■ Classification of positions – posts, groups and scale of pay
■ Staffing Norms, numbers ULB wise
■ Financial implications for states in introducing municipal cadre
These propositions are only suggestive and they are required to be customized to specific state’s
requirements
4.2 Organization Structure of Urban Development
It is proposed to have 8 levels of structure for every state to design the Urban Development
function. At the apex level, it is proposed to have one unified unit of Urban Development to
direct the functions slated under 74th CAA, including urban planning, housing and urban
poverty alleviation.
• Commissionerate /Directorate of Municipal Administration will be the helm unit to
drive municipal administration across the state. Even megacity-corporation should
be driven from C/DMA such that it promotes unified urban administration, facilitates
38
transferability, best practice benchmarking and consolidation of interventions and
unified database.
• Division/Regional level administration unit is proposed along the revenue
boundaries for better decentralized administration. This helps in concentrating on
lesser number of ULBs such that better quality services can be delivered
• City level ULBs are the key performance units that will deliver all the urban
services. They are created as per recommended city categorisation prescribed.
• Each Municipal Corporation will have zones and circles in accordance with
population norms [1 per 1 lakh population]. Municipalities will have wards as per
prescribed population norms [1 per councillor or 30,000 population]
• For effective service delivery, it is suggested that there be 1 citizen service centre
for every 10000-15000 population for facilitating all institution related services as a
one-stop shop.
4.3 Classification of cities
The 74th
Constitution Amendment Act provides for three types of ULBs namely
■ Municipal Corporation
■ Municipal Council
■ Nagar Panchayat
However, there is no uniformity in classification of ULBs across the states. The
nomenclature also varies from state to state. Policy documents too classified cities in
different ways. A quick comparison of classification of cities is given below:
Table 6: Comparison of City classification
Census of India
Model Municipal
Law
Working group on
Capacity Building
2nd
ARC
■ Above 1 lakh ■ Above 3 Lakh ■ Above 10 Lakh ■ Above 50 Lakh
■ 50k to 1 Lakh ■ Above 1.5 Lakh ■ 5 – 10 Lakh ■ Above 10 Lakh
State level UD [1 unified]
C/DMA [1 per state]
Division/Regional level
[Adm. Boundary]
City Level [1 per city]
Zone/ Circle [1 per 1 lakh pop.]
Ward level
[1 per councilor / 30k pop.]
Citizen Service Centre [1 per every 10-15k pop]
39
■ 20K to 50 K ■ Above 75,000 ■ 1-5 Lakh ■ Above 1 Lakh
■ 10K to 20 K ■ Above 25,000 ■ Below 1 Lakh ■ Above 20,000
■ 5K to 10K ■ Below 25,000 ■ Below 20,000
■ Below 5K
As is evident from the table given above, various yardsticks are used to classify the cities.
As the staffing norms proposed for various service of the municipal cadre are primarily
based on population thresholds, it is important that the cities are classified appropriately.
Moreover, HR needs of the ULBs vary along with variations in the size of population
required to be served with civic services. The classification of cities into various size
categories has been done especially for suggesting appropriate staffing norms and is
based on the consultations held with the state governments and the current practices
existing in the states. For this, the census classification was also looked into and
considered. However, separate norms have also been suggested for metropolitan cities
and for the cities with a population of over 1 lakh to ten lakh population by suggesting
specific size categories for such cities. Finally, after in-depth analysis, deliberations and
consultation, the following scheme of classification is suggested for working out staffing
norms for various services suggested for the state wide municipal cadre. It needs to be
mentioned that the classification of cities and towns suggested here for working out the
staffing norms, is only illustrative and the states may like to amend it as per their needs
and the obtaining situation in a particular state:
■ Above 50 Lakh population
■ Cities having population of 20 to 50 Lakh
■ Cities having population of 10 – 20 Lakh
■ Cities having population of 5 – 10 Lakh
■ Cities having population of 3 – 5 Lakh
■ Cities having population of 1 – 3 Lakh
■ Cities having population of 25,000 to 1 Lakh
■ Cities having population of less than 25,000
4.4 Functions of the ULBs
The 12th Schedule of the 74th CAA has devolved 18 functions to the ULBs. Functions
mentioned under the 12th Schedule are mapped against core/ emerging / related ULB
functions:
Table 6: Functional Mapping
Functions as per 74th
CAA Other related functions
Urban planning including town planning
■ Prepare and implement City Development Plan ■ Prepare and implement Zonal Development Plan ■ Provide inputs into Master plan ■ Plan Special Economic Zones to promote livelihood ■ Strategic planning, vision and mission development for cities ■ Smart cities development ■ Urban transportation including BRTS, MRTS and TOD ■ Infrastructure planning for urban transportation ■ Providing Building permissions and Colony / Layout
permissions ■ Plan and implement new projects needed for cities development ■ Economic development of the city ■ Planning for urban poor ■ Overall urban planning ■ Education ■ Heritage conservation planning and architecture ■ Promotion of cultural programmes ■ Education and citizen awareness programmes
Public amenities including street lighting, parking lots, bus stops and public conveniences
Regulation of Land use & Construction of buildings
Planning for economic and Social Development
Promotion of cultural, education and aesthetic aspects
Roads and Bridges ■ Plan and implement urban infrastructure including Roads, Bridges, Flyovers, Playgrounds, Commercial complexes, Malls, Provision of urban amenitie
40
Functions as per 74th
CAA Other related functions
s and facilities such as parks, gardens, playgrounds
Convention centres etc. ■ Implementation of GoI/State govt. / Donor funded schemes /
projects ■ Plan and provide street lighting ■ Plan and construct public convenience ■ Maintenance of public assets (library, schools, hospitals,
government buildings, estate management etc.)
Burial and burial grounds; cremation, cremation grounds and electric crematoriums
Cattle pounds – prevention of cruelty to animals
Public amenities including street lighting, parking lots, bus stops and public conveniences
Regulation of slaughter houses and tanneries
Water supply for domestic, industrial and commercial purposes
■ Providing clean drinking water ■ Source development (wherever relevant), Distribution and water
supply through pipelines, tankers etc. ■ Sewerage management, Storm water management, Rain water
harvesting, Grey water recycling ■ Public health ■ Implementation of GoI/State govt. / Donor funded schemes /
projects ■ Ensure overall cleanliness of the city ■ Plan SWM and LWM for the city. ■ Ensure proper septage management ■ Plan and implement Waste to energy projects ■ Plan Urban forestry and greening zones ■ Environment protection ■ Plan and implement recreation parks and gardens
Public Health, sanitation conservancy and solid waste management
Urban forestry, protection of the environment and promotion of ecological aspects.
Fire Services ■ Fire prevention ■ Fire incident response mechanism ■ Fire NOCs ■ Regulation and enforcement
Safeguarding the interests of weaker sections of society, including the handicapped and mentally retarded
■ Implementation of poverty alleviation programmes / schemes ■ Social protection schemes ■ Pension administration ■ Rights awareness ■ Implementation of GoI/State govt. / Donor funded schemes /
projects ■ Livelihood promotion ■ Skill building
Urban Poverty Alleviation
Slum improvement and upgradation
■ Micro planning for providing slum infrastructure ■ Infrastructure planning and provision ■ Implementation of GoI/State govt. / Donor funded schemes /
projects
Vital statistics including registration of birth and deaths
■ Birth & Death ■ Marriage registration ■ Various other certificates / NOCs being processed by ULBs
Others ■ Overall leadership ■ Administration ■ Establishments ■ HR ■ Legal ■ Council meetings
■ Annual financial statements ■ Preparation of budgets ■ DEAS ■ Financial planning
■ Devise and implement revenue enhancement strategies ■ Ensure optimum Tax collections
A detailed review of the functionaries currently employed by the ULBs in various states
was conducted to assess whether the above functions can be performed by the available
personnel. In almost all the states where the review was conducted, executive, engineering
41
and clerical posts were available. The personnel to perform the emerging / core functions
such as Urban Planning, Urban Transportation, Urban Poverty Alleviation, E-Governance,
Solid Waste Management etc. was found to be unavailable.
4.5 Municipal Cadre Proposed
Based on wider consultations, it is proposed that the state wide municipal cadre will
broadly consist of three functional groups. Services proposed under the municipal cadre
are grouped into three broad categories based on their common subjects. The following
table provides the details of the grouping.
In developing the Municipal cadre, suggestions made in the Draft Advisory Note were
considered as the moot point. Based on the focused group discussions [FGDs] held with
specialists in each sector [retired as well as incumbent senior officers from administration,
sanitation and SWMP, Engineering, Social Development, Revenue and Finance experts]
an initial proposition was made. Comparison of field information in different states was
done to fine tune the list of services proposed under the municipal cadre. Critical inputs
from regional workshops where different states have participated were taken into account
in finalizing the proposed model.
Table 7: Functional groups and services
Functional Groups (under the State wide Municipal cadre)
Municipal Services under each Functional Group of the Municipal Cadre
Municipal Administrative Service
■ Municipal Executive Service ■ Municipal Social Development Service ■ Municipal Staff Service
Municipal Technical Service ■ Municipal Engineering Service ■ Municipal Sanitation Service ■ Urban Planning & Transportation Service ■ Municipal Fire Service
Municipal E-Governance Service
Municipal Finance Service ■ Municipal Accounts Service ■ Municipal Revenue & Financial Service
4.6 Posts, Groups and Pay scale
Several posts are suggested under each service. They are matched against various
groups and pay scales. Posts proposed under each service with their groups and pay
scales are given below:
Table 8: Posts and pay scale
Service Posts Group Pay Scale [In Rs.]
Municipal Executive Service
■ Municipal Commissioner A 15600-39100+7600
■ Additional Commissioner A 15600-39100+7600
■ Dy. Commissioner B 15600-39100+5400
■ Assistant Commissioner B 15600-39100+5400
Municipal Social Development Service
■ Chief Social Development Officer
B
15600-39100+5400
■ Social Development Officer
B
15600-39100+5400
■ Asst. SDO C 9300-34800+4200
■ Community Organizer C 9300-34800+3200
Municipal Staff Service
■ Senior Assistant C 5200-20200+2800
■ Assistant C 5200-20200+2400
■ Junior Assistant C 5200-20200+1800
42
4.7 Proposed Staffing Norms
The suggested norms for employing officers and staff in various grades of municipalities are primarily based on the population of the ULBs and the general workload. Keeping in view the proposed cadre strength in various categories of states that were reviewed, staffing norms are suggested for various ULBs. A careful review of the staffing norms existing in each state and comparison of the staffing norms proposed by various committees were also considered while proposing the norms. While many states have chosen Population based norms, few other states have also chosen revenue, households and units for finalizing their staffing norms.
Key factors considered for designing the staffing norms:
1. Focus was more on strengthening the staff and capacities on moderate lines. Analysis
of current staffing norms in better performing and low performing states. Wherever
possible, a mid-range has been taken. Lean structures could be the next phase once
the current ULBs are able to sustain in terms of internal capacities.
2. Focus on strengthening middle and top management to ensure effective planning and
better service delivery
3. Analysis of norms proposed by various committees in the past
4. Categorization of cities in various population groups.
Broadly, the staffing norms have been based on the following rationale:
Municipal Engineering Service
■ Engineering in Chief A 15600-39100+7600
■ Chief Engineer A 15600-39100+7600
■ Superintending Engineer A 15600-39100+7600
■ Executive Engineer B 15600-39100+5400
■ Assistant Engineer B 15600-39100+5400
■ Sub Engineer C 9300-34800+3200
Municipal Sanitation Service
■ Sanitary Officer B 15600-39100+5400
■ Sanitary Supervisor C 5200-20200+2800
■ Sanitary Inspector C 5200-20200+2100
Urban Planning & Transportation Service
■ Chief Town Planner A 15600-39100+7600
■ Senior Town Planner B 15600-39100+5400
■ Dy. Town Planner B 15600-39100+5400
■ Asst. Town Planner C 9300-34800+3200
■ Town Planning Inspector (Building)
C 5200-20200+2800
Municipal Fire Service
■ Chief Fire Officer B 15600-39100+5400
■ Fire Officer B 15600-39100+5400
■ Leading Fireman C 5200-20200+2800
■ Fireman C 5200-20200+2100
Municipal E-Governance Service
■ E-Governance Officer B 15600-39100+5400
■ MIS Associate C 9300-34800+3200
■ GIS Associate C 9300-34800+3200
Municipal Revenue & Financial Service
■ Revenue Officer B 15600-39100+5400
■ Asst. Revenue Officer B 15600-39100+5400
■ Rev Inspector C 5200-20200+2800
■ Tax Assistant C 5200-20200+2100
Municipal Accounts Service
■ Chief Accounts & Finance Officer
A 15600-39100+7600
■ Sr. Accounts Officer B 15600-39100+5400
■ Accounts Officer B 15600-39100+5400
■ Accountant C 5200-20200+2800
■ Community Organizer C 9300-34800+3200
43
1. Population is taken as the key factor to set the staffing norm for most positions.
2. Households [5 per household] taken as the key factor for certain positions
Analysing staffing norms of different states has also revealed that there are no ‘ideal’ norms in any state. Staffing numbers in various states had revealed high levels of variation due to several factors influencing staffing size such as:
• Level of decentralization
• Existence of Water & Sewerage Boards and other parastatals
• Technology interface – level of IT, GIS, GPS adaptation
• Level of outsourcing, contract and casual employees in service delivery
• Extent of PPP interventions in the state
• Nature of geography etc.
Most states are contemplating on transitioning to outsource model for service delivery [esp. sanitation, SWM, water, street lighting, citizen centre activities etc.] with limited regular staff. Based on the feedback received during the regional workshops represented by different states, a moderate view had been taken for recommending staffing norms. It was extremely complicated to analyze the data across states as city population, services and designations, grouping of staff, number of positions in each service varied extensively. Factors like extent of technology usage, outsourcing of key services, level of PPP activity, etc. -impacted the staffing numbers in states. Rationale for staffing proposed in this study is based on the staffing patterns in three states – AP, MP and Odisha. Although AP had introduced dedicated municipal cadres long ago, it is considered as a sample since it has recently rationalized its municipal staffing based on the current demand of workload. Odisha and Madhya Pradesh had recently introduced dedicated municipal cadres and worked out capacities to suit current day demands. Table below gives the details of 3 sample states as against the proposed staffing.
Table 9: Sample positions compared with proposed staffing against 3 states [Odisha, Madhya Pradesh and Andhra
Pradesh]
Norms of States compared
Sample Position City Population
10 L 5 L 3 L 1 L 75K 50 K 10 K
Proposed Staffing
Municipal Commissioner
1 1 1 1 1 1 1
Odisha Commissioner 1 1 1 0 0 0 0
Madhya Pradesh Municipal Commissioner
1 1 1 1 1 1 1
Andhra Pradesh Commissioner 1 1 1 1 1 1 0
Proposed Staffing
Additional Commissioner
1 1 1 0 0 0 0
Odisha Additional Commissioner
1 1 1 0 0 0 0
Madhya Pradesh Additional Commissioner
2 1 0 0 0 0 0
Andhra Pradesh Additional Commissioner
1 1 1 1 0 0 0
Staffing norms notwithstanding, ideally, states planning to introduce dedicated municipal cadres should conduct a ‘Time /Work Study’ to arrive at real-time human capacity requirements, in keeping with the features of its states. Assam is said to have gone ahead assessing scientifically the manpower requirements using the services of independent agency.
44
Proposed Staffing
Assistant 17 8 5 2 1 1 0
Odisha Senior Assistant 12 10 6 3 3 1 1
Madhya Pradesh Senior Assistant 1 per 3 Asst. Gr.
II
1 per 3 Asst. Gr.
II
2 1 1 0 0
Andhra Pradesh Senior Assistant 22 18 14 14 6 3 0
Proposed Staffing
Superintending Engineer
2 1 1 0 0 0 0
Odisha Superintending Engineer
1 1 1 0 0 0 0
Madhya Pradesh Superintending Engineer
3 1 0 0 0 0 0
Andhra Pradesh Superintending Engineer
2+1 envl. engr.
1 1 0 0 0 0
Proposed Staffing
Executive Engineer
6 2 2 1 0 0 0
Odisha Executive Engineer
2+1 2+1 1+1 1+1 0 0 0
Madhya Pradesh Executive Engineer
7 5 3 1 1 0 0
Andhra Pradesh Executive Engineer
2 per SE 3 + 1 envl. engr.
2+1 1 0 0 0
Proposed Staffing
Town Planner 1 0 0 0 0 0 0
Odisha Urban planner 1 1 1 1 0 0 0
Madhya Pradesh Urban planner 2 1 0 0 0 0 0
Andhra Pradesh City Planner 2 1 0 0 0 0 0
Proposed Staffing
Dy. Town Planner 6-5 1 0 0 0 0 0
Odisha Associate Urban Planner
2 2 2 1 1 0 0
Madhya Pradesh Dy. Town Planner 5 3 0 0 0 0 0
Andhra Pradesh Dy. City Planner 4 2 1 0 0 0 0
Proposed Staffing
Rev. Officer 2 1 1 1 0 0 0
Odisha Rev. Officer 3 3 2 1 1 1 0
Madhya Pradesh Rev. Officer 2 1 1 1 1 0 0
Andhra Pradesh Rev. Officer 8 4 2 1 1 0 0
Proposed Staffing
Tax Assistant 50-40 25-20 15-10 5-4 5-4 3 1
Odisha Tax Collector 35 28 20 10 10 5 1
Madhya Pradesh Tax Collector 100 59 35 13 11 11 3
Andhra Pradesh Bill Collector 1 per 3k assmt.
1 per 3k assmt.
1 per 3k assmt.
1 per 3k assmt.
1 per 3k assmt.
1 per 3k assmt.
0
Proposed Staffing
Finance Officer 1 1 1 0 0 0 0
45
Odisha Chief Auditor Officer
1 1 1 1 0 0 0
Madhya Pradesh Asst. Accounts Officer
2 2 0 0 0 0 0
Andhra Pradesh Accounts Officer 2 1 1 1 0 0 0
It needs to be mentioned that the staffing norms as well as the size categories of cities and towns suggested in this report are only illustrative. Adopting a particular staffing norm for different size categories of cities and towns and adopting a particular size category of cities and towns itself, would need to be customised by different states according to the existing situations in their own states. This provides enough flexibility to the states in choosing either the staffing norm or the size category of cities and towns or the both. Proposed Model ULB structures are presented in Annexure III. The proposed staffing norms for various population groups are given below:
46
Table 10: Staffing norms Proposed
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Executive Service
Municipal Commissioner
1 per ULB - IAS 1 per ULB - IAS 1 per ULB - IAS 1 per ULB - IAS 1 per ULB 1 per ULB 1 per ULB 1 per ULB
Additional Commissioner
1 per 10 lakh pop - IAS
1 per 10 lakh pop - IAS
1 per 10 lakh pop
1 per 10 lakh pop
1 per 10 lakh pop
1 per ULB NIL NIL
Dy. Commissioner
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per ULB NIL NIL
Assistant Commissioner
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per ULB 1 per ULB
Service Posts ULB Categories 50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Social Development Service
Chief Social Development Officer
1 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL
Social Development Officer
1 per 10 lakh pop
1 per 10 lakh pop
1 per 5 lakh pop
1 per ULB 1 per ULB 1 per ULB NIL NIL
Asst. SDO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per ULB NIL
Community Organizer
1 per 1 Lakh pop
1 per 1 Lakh pop
1 per 1 Lakh pop
1 per 50K pop 1 per 50K pop 1 per 50 K pop 2 per ULB 1 per ULB
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Staff Service
Senior Assistant 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs Min 1 NIL
Assistant 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs Min 1
Junior Assistant 1 per 20 K pop 1 per 20 K pop 1 per 20 K pop 1 per 20 K pop 1 per 20 K pop 1 per 20 K pop 1 per 20 K pop 1 per 10K pop
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Engineeri
Engineer in Chief
1 per ULB NIL NIL NIL NIL NIL NIL NIL
Chief Engineer 2 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL
47
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
ng Service
Superintending Engineer
1 per 5 lakh 1 per 5 lakh 1 per 5 lakh 1 per ULB 1 per ULB NIL NIL NIL
Executive Engineer
1 per 3 lakh 1 per 3 lakh 3 per 1 SE 3 per 1 SE 2 per ULB 1 per ULB NIL NIL
Assistant Engineer
1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per ULB NIL
Sub Engineer 1 per 25K pop 1 per 25K pop 1 per 25K pop 1 per 25K pop 1 per 25K pop
1 per 25K pop 2 per ULB 1 per ULB
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Sanitation Service
Sanitary Officer 1 per 5 lakh 1 per 5 lakh 1 per 5 lakh 1 per 5 lakh 1 per 5 Lakh; Min 1
Min 1 NIL NIL
Sanitary Supervisor
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
Min 1 NIL
Sanitary Inspector
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop; Min 1
Min 1
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Urban Planning & Transportation Service
Chief Town Planner
1 per city 1 per city NIL NIL NIL NIL NIL NIL
Senior Town Planner
1 per 2 Dy. TP 1 per 2 Dy. TP 1 per ULB NIL NIL NIL NIL NIL
Dy. Town Planner
1 per 2 ATPs 1 per 2 ATPs 1 per 2 ATPs 1 per ULB 1 per ULB NIL NIL NIL
Asst. Town Planner
1 per 2 TPIs 1 per 2 TPIs 1 per 2 TPIs 1 per 2 TPIs 1 per 2 TPIs 1 per 2 TPIs 1 per ULB NIL
Town Planning Inspector (Building)
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
2 per ULB 1 per ULB
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Fire Service
Chief Fire Officer
1 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL
Fire Officer 1 per fire station
1 per fire station
1 per fire station
1 per ULB 1 per ULB 1 per ULB NIL NIL
Leading 1 per 50 K (per 1 per 50 K (per 1 per 50 K (per 1 per 50 K (per 1 per 50 K (per 1 per 50 K (per 1 per 50 K (per 1 per 50 K (per
48
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Fireman shift) shift) shift) shift) shift) shift) shift) shift)
Fireman 2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift) Min 2
Min 2
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal E-Governance Service
E- Governance Officer
1 per ULB 1 per ULB 1 per ULB 1 per ULB 1 per ULB NIL NIL NIL
MIS Associate 1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per ULB 1 per ULB 1 per ULB 1 per ULB 1 per ULB
GIS Associate 1 per 10 lakh pop
1 per 10 lakh pop
1 per 10 lakh pop
1 per ULB 1 per ULB NIL NIL NIL
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Revenue & Financial Service
Revenue Officer 1 per 10 lakh pop
Min 2 Min 2 1 per ULB 1 per ULB 1 per ULB NIL NIL
Asst. Revenue Officer
1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per ULB NIL
Rev Inspector 1 per 5 TA 1 per 5 TA 1 per 5 TA 1 per 5 TA 1 per 5 TA 1 per 4 TA 2 per 1 ARO 1 per ULB
Tax Assistant 1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 3,000 - 4,000 HH
1 per 2,000 - 3,000 HH
1 per 2,000 - 3,000 HH
Service Posts ULB Categories
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25K - 1L <25K
Municipal Accounts Service
Chief Finance & Accounts Officer
1 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL
Senior Accounts Officer
1 per 10 Lakh pop
1 per 10 Lakh pop
1 per 10 Lakh pop
1 per ULB 1 per ULB NIL NIL NIL
Accounts Officer 1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per ULB NIL
Accountant 1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 1.5 lakh pop
1 per 1.5 lakh pop
1 per 1 lakh pop
1 per 50K pop; Minimum 2
49
4.8 Promotion channels
Promotion channels are essential to foresee one’s career progression over time. For each
service, an attempt is made to propose a promotion channel as described in the chart
below. It also indicates the stages at which cadre change occurs.
Figure 1: Promotion Channels
Municipal
Commissione
r
Assistant
Commissione
r
Chief
Engineer
Sub Engineer
Revenue
Officer
Tax Assistant
Chief Town
Planner
Town
Planning
Inspector
Chief Fin &
Accounts
Officer
Accountant
Chief Social
Dev Officer
Community
Organizer
Chief Fire
Officer
Fireman
E-Gov Officer
MIS Associate
Sr. Assistant
Deputy
Commissione
r
Additional
Commissione
r
Jr. Assistant
Assistant
GIS Associate Leading
Fireman
Fire Officer Social Dev
Officer
Asst. Social
Dev Officer
Accounts
Officer
Sr. Accounts
Officer Town Planner
Dy. Town
Planner
Asst. Town
Planner
Revenue
Inspector
Asst. Revenue
Officer
Superintendi
ng Engineer
Executive
Engineer
Assistant
Engineer
Additional
Commissione
r
Engineer in
Chief
Municipal
Commissione
r
Municipal
Commissione
r
Municipal
Commissione
r
Additional
Commissione
r
Dy.
Commissione
r
Assistant
Commissione
r
Sanitary
Inspector
Sanitary
Supervisor
Sanitary
Officer
Assistant
Commissione
r
Group C
Group B
Group A
Legends:
Indicates promotion
within the cadre
Indicates change of
cadre
50
5 Institutional Framework for Cadre Management – proposed
Creation of Municipal Cadre, on its own will not address the problems of staffing and
effective discharge of municipal functions. There has to be an enabling institutional
arrangement for managing the cadre and enabling it in enhancing the institutional capacity
of the ULBs in effective, inclusive and responsive discharge of mandated functions. Cadre
management therefore is the most important aspect of municipal cadre and its functioning.
In order to suggest an appropriate institutional framework for cadre management, we
looked into the existing institutional practices in the states for managing the state civil
services cadre as well as the Indian Administrative Services cadre. This was looked into
especially to gain insights into suggesting institutional mechanism for management of
municipal cadre. Cadre management of state civil service and the Indian administrative
service allocated to the states is generally done by the department of personnel in the
states in a most effective manner. Entrusting management of the proposed Municipal
Cadre and the various service proposed thereunder will be additional burden for the
departments of personnel in the states and it may strain the efficiency of the department.
Therefore, the institutional arrangement for management of Municipal Cadre is proposed
as mentioned below:
Figure 2: Institutional Mechanisms
As a part of this project, the following proposed HR systems are developed to help states
with ease of implementation. The following HR processes are suggested below:
■ Institutional mechanisms for Cadre Management
■ Model Recruitment, Promotion and Transfer Rules
■ Suggested Staff Augmentation Plan
■ Training & Capacity Building framework
■ Model Performance Management System including reward mechanism
■ Step-by-step Process for creating Municipal Cadre in states.
Institutional mechanism for Cadre Management
There is a need to create institutions at state level for implementing municipal cadre rules /
regular services such as –
Establishment of ‘Organization for Municipal Personnel Selection’ [OMPS] could be
considered to assist in large scale recruitment is needed to select municipal cadre staff on a
project mode for specific period of time. This unit may be dissolved or integrated with CDMA
once the mass recruitments are done. [Initially proposed Board for Municipal Personnel
Cadre Management systems
Training & Capacity Building System
Performance Management System
Performance-linked
Incentive Plan
HR Systems for
Cadre Management
51
Recruitment [MPRB] was not appreciated by many states during the Validation workshops
as they felt that it would be superfluous to existing State Public Service Commission.]
Municipal Human Resource Management Unit [MHRM] – State level unit to be deployed
on an outsource model / PPP model to administer all HR, Administration, Performance
Management, Incentives, Training Coordination across ULBs. The State unit will be a
Systems creating agency while ULB HR cell will be the deployment centre of HR system. HR
professionals can work on creating a performance and motivating climate in ULBs through
conducting employee satisfaction surveys and bringing interventions to address employee
issues. Grievance redressal mechanism at ULB level can reduce number of court cases by
disgruntled employees and reduce union interventions. Creating and maintaining HRMS
database with all information of employees is but essential and features such as employee
log-in for self-tracking their service matters would be a force multiplier. Complete revamping
of HR system is most essential to derive benefits for Cadre creation in the long run. MHRM
could also establish mechanism to conduct Proficiency Level Certification [PLC] tests for
employees which are mandatory requirements for promotions.
Attracting and retaining talent being the core purpose of creating this HR unit, it is essential
that HR strategies need to be worked out differently from the current establishment
management mode. Different image needs to be created in the minds of potential applicants
to look forward to joining the urban cadre. Since significant number of staff is required on
outsource/contract/ consultant mode there needs to be a proper HR management system to
attract retain and extract talent. A good contract management system that is on par with
corporate /industry standard is essential to make a significant difference.
Mechanism for Proficiency Certification – To enhance the quality of human resources in
all municipal services across the country, it is essential to attract, engage and develop well,
qualified personnel through a transparent mechanism. Current recruitment agencies like
State Public Service Commissions and Staff Selection Committees involved in recruitment of
state government staff have limitations of attracting talent and take longer cycle time to
supply the personnel. Issues of transparency also affect the quality of human resources in
some cases. Besides, for promoting staff from one group to another, departmental exams
are conducted by Municipal Establishment units where quality standards are not maintained.
Hence, it is proposed that a Proficiency Certification mechanism be evolved (similar to
Certified Chartered Accountant, Certified Urban Planner etc.) with an objective to enhance
professional standards and quality of human resources in Recruitment as well as Promotion.
This could be titled and promoted as Pro-MAT [Municipal Proficiency Assessment Test]
Three levels are conceived keeping Group A, B, C in view -
o Eligibility to Group C [by direct recruitment): Functionary
o Eligibility to Group B [by direct recruitment): Professional
o Eligibility to Group A [by direct recruitment): Expert
Service
Certification required
Eligibility for Group C
Certification required
Eligibility for Group B
Certification required
Eligibility for Group A
1. Municipal Executive Service
Certified Urban
Functionary
Certified Urban
Professional
Certified Urban Expert
2. Municipal Social Development Service
Certified Social
Development Functionary
Certified Social Development Professional
Certified Social
Development Expert
3. Municipal Staff Service
Certified Staff
Functionary
Certified Staff Professional Certified Staff Expert
4. Municipal Engineering Service
Certified Engineering
Functionary
Certified Engineering Professional
Certified Engineering
Expert
5. Municipal Sanitation Service
Certified Sanitation
Functionary
Certified Sanitation
Professional
Certified Sanitation
Expert
52
6. Urban Planning & Transportation Service
Certified Urban Planning
& Transportation
Functionary
Certified Urban Planning &
Transportation
Professional
Certified Urban
Planning &
Transportation Expert
7. Municipal E-Governance Service
Certified e-governance
Functionary
Certified e-governance
Professional
Certified e-governance
Expert
8. Municipal Accounts, Revenue and Financial Services
Certified Municipal
Finance Functionary
Certified Municipal Finance
Professional
Certified Municipal
Finance Expert
Fire Services will be guided by NIDM prescriptions for qualification
Ideally, NIUMs or Reputed Institutions of Urban Management including YASHADA, HCM RIPA, and
MCRHRD etc. can act as the nodal agency to work out the Program curriculum, module design in
terms of content, reading material, number of learning hours, with contact and non-contact
components which will end in a Test that will qualify an individual to get certified. Modules could be
delivered by distance learning and contact mode. Progressively, online training also should be made
available to candidates
Extensive publicity needs to be done for these certificate programs to attract well
qualified individuals from open market for direct recruitment. In case of promotions, these
certifications should be made mandatory along with other eligibility norms
NIUMs can have a tie-up with Academic institutions (Universities) to provide coaching. In
case of Banks, Railways and Police recruitments, there are several private coaching
centres which offer training for this selection. Even these institutes could be encouraged
in this process.
States which do not have dedicated Urban Training institution can avail the services of
neighbouring states that are mandated to provide these certificate programs.
Alternatively, in the first phase, five NIUMs may cater to the regions [4-5 states in the
region] for the purpose of this certificate program.
Alternatively, at national level, there could be ‘think tank’ / ‘resource pool’ created to
work out the basic modules service wise by engaging experts in the fields with functional
knowledge, test and standardize, before sharing with regional NIUMs for implementation
State /Regional Level Institutes for Urban Development - Current institutional mechanism
is adhoc and inadequate for addressing capacity building demands of Urban Development.
Every state establishing municipal cadre needs to identify a state level training institute [ATI /
NIUM] for managing Foundation and Mid-career Cadre Training. RCUES centres should be
established at regional level to address the training needs of Group B, and C employees.
District level Training Centres for Urban Development either needs to be established or tied-
up with other existing training facility. There should be faculty identified from different fields
and empanelled for conducting training. Internal resource persons need to be identified and
given Training-of-Trainers [ToT] with any reputed institute like DoPT. Extensive efforts are
required for developing framework for training and development.
Detailed Cadre Descriptions for each position are given in Annexure I
53
6 Draft Municipal Employee Recruitment & Promotion Rules
The draft municipal employee recruitment & promotion rules are given below. The rules
provided are indicative and state governments should customize to suit to the local
requirements before implementation.
6.1 Short Title and Commencement
a. This rules may be called the Municipal Employee Recruitment and Promotion Rules
….(name of the State)
b. It extends to the whole of the State of..... Excluding cantonment areas therein.
c. It shall come into force on such date as the State Government may, by notification,
appoint in this behalf, and different dates may be appointed for different municipal areas.
6.2 Definitions
a. ‘Act’ means relevant state municipal act
b. ‘Probation’ means appointed on trial for a period specified
c. Appointing Authority’ means the authority specified in rule 5;
d. ‘Direct recruitment’ in relation to any service or post means appointment otherwise than
by promotion or transfer or on deputation;
e. ‘Promotion’ means the appointment of an officer or employee from a post or grade of
service or class of service to a higher post or higher grade of service or higher class of
service;
f. ‘Schedule’ means Schedule appended to these rules;
6.3 Categorization of cities
Category of cities means the Corporations, Municipalities and Nagar Panchayats
categorized into seven groups on the basis of population as under:
a. Category 1: Cities having population of more than 50 lakh
b. Category 2: Cities having population of more than 20 lakh but not exceeding 50 Lakh
c. Category 3; Cities having population of more than 10 lakh but not exceeding 20 lakh
d. Category 4: Cities having population of more than 5 lakh but not exceeding 10 lakh
e. Category 5: Cities having population of more than 3 lakh but not exceeding 5 lakh
f. Category 6: Cities having population of more than 1 lakh but not exceeding 3 lakh
g. Category 7: Cities having population of more than 25,000 but not exceeding 1 lakh
h. Category 8: Cities having population of less than 25,000.
6.4 Designation, classification, staffing norm and number of posts
The various posts, group and pay scale is defined in Schedule I of this rule. The cadre
strength is e specified in Schedule II.
6.5 Appointing Authorities
All the staff shall be grouped as (as per 6th pay commission) -
a. All the posts having pay scale of 15,600 –39,100’ and above are classified as Group
A.
b. All the posts having pay scale of 9,300 – 34,800 and above but below the pay scale of 15,600 – 39,100 are classified as Group B.
c. All the posts having pay scale of 5200 – 20200 and above but below the pay scale of 9,300 – 34,800 are classified as Group C.
d. All the posts having pay scale of 4,440 – 7,440 is classified as Group D.
The appointing authorities for various groups shall be:
54
Group Appointing Authority
A Principal Secretary, Urban Development B Commissioner /Director of Local Bodies C Commissioner / Director of Local Bodies D Regional Directors / Officer nominated by Commissioner /Director of Local Bodies
6.6 Method of Recruitment
In respect of each category of posts specified as per Schedule III.
6.7 Reservation of posts
Posts shall be reserved in accordance with the reservation policy declared by the
Government from time to time.
6.8 Appointment by Direct Recruitment
All direct appointments shall be based on the competitive examinations. The Municipal
Human Resources Unit will be responsible for all direct recruitment and shall conduct the
entire process including notification (based on the request of the Directorate of Local
Bodies), conducting examinations, evaluations and selection of the candidates. Besides
other qualifications and experience criteria, possessing Proficiency Level Certificate [Pro-
MAT] prescribed for each service and group would be essential for recruitment.
6.9 Appointment by Promotion
Appointing authorities for Promotion and the process to be followed shall be:
S. No Group Authority Process
1. A Principal Secretary, Urban
■ A promotion committee to be constituted comprising of – Principal Secretary, Urban Development, Chairman – Director of Local Bodies, Member – One of the Regional Directors – Group A officer not below the rank of the Secretary to be
nominated by the Government – Additional Director (admn) Directorate of Local Bodies
(admn), member secretary – For technical posts, the Engineer in Chief / Chief
Engineer of the state ■ The committee recommends the promotion based on the
candidates meeting the eligibility and suitability as mentioned in the promotion norms.
2. B & C Director of Local Bodies
■ A promotion committee to be constituted comprising of – Director of Local Bodies, Chairman – One of the Regional Directors – Group A officer not below the rank of the Dy. Director
(admn) to be nominated by the Director of Local Bodies – Dy. Director (admn), Directorate of Local Bodies,
member secretary – For technical posts, the Superintending Engineer of
Directorate of Local Bodies shall be member ■ The committee recommends the promotion based on the
candidates meeting the eligibility and suitability as mentioned in the promotion norms.
3. D Regional Director / Officer nominated by Director of Local Bodies
■ A promotion committee to be constituted comprising of – Regional Director of Local Bodies, Chairman – Concerned municipal commissioner – Dy. Director (admn), Directorate of Local Bodies,
member secretary ■ The committee recommends the promotion based on the
candidates meeting the eligibility and suitability as mentioned in the promotion norms.
55
a. All promotions shall be on the basis of the criteria mentioned in Schedule IV subject
to:-
i. Reservation in promotion for persons belonging to various categories as
prescribed by the Government
b. Eligibility for Promotion to next position will be based on the following criteria:
i. Minimum no. of years of continuous service in the existing post as prescribed
against each position
ii. Minimum rating in Performance Appraisal System for mentioned number of years
as mentioned in Schedule III.
iii. Clearance of proposed Proficiency Certificate in the level prescribed (in place of
Departmental Exam) is compulsory for promotion to next group. Proposed
Certificate to qualify for each group is prescribed as follows in the table:
Promotion to Proficiency Level Terminology
Group C Certificate of Proficiency Level I PLC-I
Group B Certificate of Proficiency Level II PLC-II
Group A Certificate of Proficiency Level II PLC-III
c. All appointments by promotion shall be on a probation basis for a period of one year,
which may for reasons to be recorded in writing, be extended by the appointing
authority for a further period not exceeding one year.
d. All appointments by promotion shall be subject to the following conditions, namely:
i. at the end of the period of probation or the extended period of probation, as
the case may be, the appointing authority shall consider the suitability of the
person so promoted to hold the post to which he was promoted;
e. If the appointing authority considers that the work of the person so promoted during
the period of probation or extended period of probation is satisfactory it shall, as
soon as possible, issue an order declaring the person to have satisfactorily
completed the period of probation. Such an order, shall have effect from the date of
expiry of the period of probation or extended period of probation as the case may
be;
f. if at the end of the period of probation or the extended period of probation, as the
case may be, the appointing authority considers that the person is not suitable for
the post to which he is promoted it shall, by order, revert the person to the post
which he/she held prior to his/her promotion;
g. A person shall not be considered to have satisfactorily completed the period of
probation, unless a specific order to that effect is passed. If such order is not passed
or the period of probation is not extended or if the order of reversion is not passed
within three months under clause(b), (c) or (d) then he / she shall be deemed to
have satisfactorily completed the period of probation
56
6.10 Transfers
All transfers shall be applicable as per below unless Government (principal secretary)
approves extension which shall be applicable for a maximum period of 1 year:
• Transfer jurisdiction is specified for each group to provide ample promotion opportunities as
well as job rotation. Compulsory posting in career is specified to ensure that every one gets
an opportunity to work at policy and monitoring levels once in their career. This enables well-
rounded experience for municipal cadre staff in policy as well as implementation level. It also
helps the municipal units at state, regional and ULB levels to have clarity of purpose.
• Minimum year period in a single station on a continuous basis is prescribed as it will provide
senior officers stability to plan programmes on long-term basis. It will also protect municipal
personnel especially officers from being transferred under duress of political pressure and
vested interest groups.
• Maximum year period in single station on a continuous basis is prescribed to ensure that
vested interests are not developed in personnel owing to long period stay in the same place
and to discourage nexus formation amongst interest groups.
• In exceptional cases where valid reasons are quoted, relaxation to the above norms shall be
made, that too for a maximum period of 1 year. The authority of approval of extension lays
with one level higher to existing competent authority.
To ensure fair, transparent and corruption-free practice, all transfers shall be implemented by the
method of ‘Counselling’. In this method, a list of eligible employees who are due for transfer after
completing prescribed minimum period in a post shall be prepared. Such list shall be notified
besides displaying on the websites along with stations where vacancies are available. Eligible
employees shall be given an option to exercise their place of choice in prescribed format within
given due date. Preference of stations will be based on seniority and other norms. Thus a
tentative list of eligible employees and their chosen place of transfer shall be displayed for a
period of time to verify if there are any contentions against the decision. To sort out any such
issues, a place and date will be announced for Counselling. During the Counselling process, the
veracity of claims will be scrutinized and decisions will be made according to norms prescribed
Group Transfer
jurisdiction
Compulsory
posting in
the entire
tenure
Min years at a
single station on
a continuous
basis
Max. years at a
single station on a
continuous basis
Authority for Transfer
[Committee]
Group A State wide Minimum 2
years at State
level [UDD/
C/DMA]
2 years 3 years 1. Principal Secretary UDD
-Chairman
2. C/DMA
3. Addtl. Director [Adm.]
4. Tech. specialists [Engg.
Rev., CD etc.]
Group B State wide Minimum 3
years at State
level [C/DMA
etc.]
3 years 5 years 1. C/DMA
2. Addtl. Director [Adm.]
3. Tech. specialists [Engg.
Rev., CD etc.]
Group C Within the
region
/division
Minimum 4
years in
Regional /
Divisional
level
5 years 8 years 1. C/DMA
2. Addtl. Director [Adm.]
3. Tech. specialists [Engg.
Rev., CD etc.]
Group D Within the
district
Last 10 years
of service in
home town /
preferred
town before
retirement
10 years 10 years 1. Regional Director
2. Municipal
Commissioner
3. Jt. Director [Adm.]
57
for transfers. Final list of transfers will be displayed after counselling which is binding on the
employees.
6.11 Revision
The recruitment rules, staffing norms, groups of posts shall be reviewed once in every 5
years with the purpose to either amend the rules to incorporate the recent developments or
accept the rules as it is for the next five years.
58
Schedule I
Classification of posts
Sl. No Post Group Pay scale
1. Municipal Commissioner A 15600-39100+6600 and above
2. Additional Commissioner A 15600-39100+6600 and above
3. Engineer-in-Chief A 15600-39100+6600 and above
4. Chief Engineer A 15600-39100+6600 and above
5. Superintending Engineer A 15600-39100+6600 and above
6. Chief Town Planner A 15600-39100+6600 and above
7. Chief Finance Officer A 15600-39100+6600 and above
8. Dy. Commissioner B 15600-39100+5400
9. Assistant Commissioner B 15600-39100+5400
10. Chief Social Development Officer B 15600-39100+5400
11. Social Development Officer B 15600-39100+5400
12. Executive Engineer B 15600-39100+5400
13. Assistant Engineer B 15600-39100+5400
14. Sanitary Officer B 15600-39100+5400
15. Town Planner B 15600-39100+5400
16. Dy. Town Planner B 15600-39100+5400
17. Chief Fire Officer B 15600-39100+5400
18. Fire Officer B 15600-39100+5400
19. E-Governance Officer B 15600-39100+5400
20. Revenue Officer B 15600-39100+5400
21. Finance Officer B 15600-39100+5400
22. Accounts Officer B 15600-39100+5400
23. Asst. Revenue Officer B 15600-39100+5400
24. Asst. SDO C 5200-20200+1800 To 9300-34800+4200
25. Community Organizer C 5200-20200+1800 To 9300-34800+4200
26. Senior Assistant C 5200-20200+2800
27. Assistant C 5200-20200+2400
28. Junior Assistant C 5200-20200+1800
29. Sub Engineer C 5200-20200+1800 To 9300-34800+4200
30. Sanitary Supervisor C 5200-20200+1800 To 9300-34800+4200
31. Sanitary Inspector C 5200-20200+1800 To 9300-34800+4200
32. Asst. Town Planner C 5200-20200+1800 To 9300-34800+4200
33. Town Planning Inspector (Building) C 5200-20200+1800 To 9300-34800+4200
34. Leading Fireman C 5200-20200+1800 To 9300-34800+4200
35. Fireman C 5200-20200+1800 To 9300-34800+4200
36. MIS Associate C 5200-20200+1800 To 9300-34800+4200
37. GIS Associate C 5200-20200+1800 To 9300-34800+4200
38. Rev Inspector C 5200-20200+1800 To 9300-34800+4200
39. Tax Assistant C 5200-20200+1800 To 9300-34800+4200
40. Accountant C 5200-20200+1800 To 9300-34800+4200
59
Schedule II: Cadre Strength
Post
Numbers per different population group cities
1 Cr. 90L 80 L 70 L 60 L 50 L 40 L 30 L 20 L 10 L 5 L 3 L 1 L 75K 50 K 10 K
Municipal Commissioner
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Additional Commissioner
10 9 8 7 6 5 4 3 2 1 1 1 - - - -
Dy. Commissioner 20 18 16 14 12 10 8 6 4 2 1 1 1 - - -
Assistant Commissioner
50 45 40 35 30 25 20 15 10 5 3 2 2 2 1 1
Chief Social Development Officer
1 1 1 1 1 1 1 1 1 1 - - - - - -
Social Development Officer
10 9 8 7 6 5 4 3 2 2 1 1 1 - - -
Asst. SDO 50 45 40 35 30 25 20 15 10 5 5 3 1 1 1 -
Community Organizer 100 90 80 70 60 50 40 30 20 10 10 6 2 2 2 1
Senior Assistant 56 50 44 39 33 28 22 17 11 6 3 2 1 0 0 0
Assistant 167 150 133 117 100 83 67 50 33 17 8 5 2 1 1 0
Junior Assistant 500 450 400 350 300 250 200 150 100 50 25 15 5 4 1
Engineer in Chief 1 1 1 1 1 1 - - - - - - - - - -
Chief Engineer 2 2 2 2 2 2 1 1 1 1 - - - -
Superintending Engineer
20 18 16 14 12 10 8 3 2 2 1 1 - - - -
Executive Engineer 33 30 27 23 20 17 13 10 7 6 2 2 1 - - -
Assistant Engineer 100 90 80 70 60 50 40 30 20 10 5 3 1 1 1 -
Sub Engineer 400 360 320 280 240 200 160 120 80 40 20 12 4 3 2 2
Sanitary Officer 20 18 16 14 12 10 8 6 4 2 1 1 0 0 0 0
Sanitary Supervisor 100 90 80 70 60 50 40 30 20 10 5 3 1 1 1 -
Sanitary Inspector 333 300 267 233 200 167 133 100 67 33 17 10 3 3 2 1
Chief Town Planner 1 1 1 1 1 1 1 1 1 - - - - - - -
60
Post
Numbers per different population group cities
1 Cr. 90L 80 L 70 L 60 L 50 L 40 L 30 L 20 L 10 L 5 L 3 L 1 L 75K 50 K 10 K
Town Planner 31-25 28-23 25-20 22-18 19 -15 16-13 13-10 9-8 6 -5 1 - - - - - -
Dy. Town Planner 63-50 56-45 50-40 44-35 38-30 31-25 25-20 19-15 13-10 6-5 1 - - - - -
Asst. Town Planner 125-100
113-90 100 -80
88-70 75-60 63 -50 50-40 38-30 25-20 13-10 6 -5 4-3 1 1 1 -
Town Planning Inspector (Building)
250-200
225-180
200-160
175-140
150-120
125-100
100-80 75-60 50-40 25-20 13-10 8-6 3-2 2 2 1
Chief Fire Officer 1 1 1 1 1 1 1 1 1 1 - - - - - -
Fire Officer 1 per fire station 1 1 1 - - -
Leading Fireman 400 360 320 280 240 200 160 120 80 40 20 12 4 3 2 1
Fireman 800 720 640 560 480 400 320 240 160 80 40 24 8 6 4 2
E-Governance Officer 1 1 1 1 1 1 1 1 1 1 1 1 - - - -
MIS Associate 20 18 16 14 12 10 8 6 4 2 1 1 1 1 1 1
GIS Associate 10 9 8 7 6 5 4 3 2 1 1 1 - - - -
Rev. Officer 10
9
8
7
6
5
4
3
2
2
1
1
1
-
-
-
Asst. Rev. Officer 50-40
45-36
40-32
35-28
30-24
25-20
20-16
15-12
10-8
5-4
3-2
2-1
1
1
1
-
Rev. Inspector 100-80 90-72 80-64 70-56 60-48 50-40 40-32 30-24 20-16 10-8 5-4 3-2 2 2 2 1
Tax Assistant 500-400
450-360
400-320
350-280
300-240
250-200
200-160
150-120
100-80 50-40 25-20 15-12 5-4 5-4 3 1
Chief Finance Officer 1 1 1 1 1 1 1 1 1 1 - - - - -
Finance Officer 10 9 8 7 6 5 4 3 2 1 1 1 - - - -
Accounts Officer 25 23 20 18 15 13 10 8 5 3 2 1 1 1 1 -
Accountant 50 45 40 35 30 25 20 15 10 5 3 2 1 2 2 2
Total 5,317 4,786 4,255 3,724 3,194 2,663 2,130 1,596 1,067 538 274 170 62 47 37 17
61
Schedule III
Method of Recruitment
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
1. Assistant Commissioner
Group: B
75% by Direct recruitment
25% by promotion
• Basic - Graduate in any discipline
• Proficiency Certificate as prescribed
• Preferred -PG in Social work / Public admn / Town & Country planning / political science / Law / Commerce / MBA / Engineering • Exp. – NIL • Age – Min: 21 yrs. Max: 35 yrs.
• From the post of Sanitary Inspector / Sr. Assistant
• Should be continuously in the Sanitary Inspector / Sr. Assistant for a period of not less than 7 years
• No disciplinary action
• Performance rating of at least “meets expectations” for the past 4 yrs.
2. Dy. Commissioner Group: B
25% by Direct Recruitment 75% by Promotion
• Basic - Graduate in any discipline
• Proficiency Certificate as prescribed
• Preferred - PG in Social work / Public admn / Town & Country planning / political science / Law / Commerce / MBA / Engineering
• Exp. – Min 3 years
• Age – Min: 24 years Max: 35 yrs.
• From the post of Assistant Commissioner
• Should be continuously in the Asst. Comm. for a period of not less than 7 years
• No disciplinary action
• Performance rating of at least “meets expectations” for the past 4 yrs.
3. Additional Commissioner Group: A
100% by Promotion
NIL • From the post of Dy. Commissioner
• Should be continuously in the Dy. Comm. for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
4. Municipal Commissioner Group: A
100% by Promotion
NIL • From the posts as specified in the promotion channel
• Should be continuously in the posts for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
5. Tax Assistant Group: C
100% by direct recruitment
• Basic – Graduate in any discipline
• Proficiency Certificate as prescribed
• Exp. – NIL
• Age - Min: 20 yrs. Max: 35 yrs.
• NIL
6. Revenue Inspector Group: C
50% by Direct Recruitment 50% by Promotion
• Basic – Graduate in any discipline
• Proficiency Certificate as prescribed
• Preferred – ITI in land surveying
• Exp. – 3 years
• From the post of Tax Assistant
• Should be continuously in the post of Tax Assistant for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
62
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
• Age – 24 years • No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “meets expectations” for the past 4yrs.
7. Assistant Revenue Officer Group: B
25% direct recruitment 75% by Promotion
• Basic – Graduate in any discipline
• Proficiency Certificate as prescribed
• Preferred – ITI in land surveying
• Exp. – 3 years
• Age – 24 years
• From the post of Revenue Inspector
• Should be continuously in the post of Revenue Inspector for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “meets expectations” for the past 4 yrs.
8. Revenue Officer Group: B
100% by Promotion NIL • From the post of Assistant Revenue Inspector
• Should be continuously in the post of Assistant Revenue Inspector for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 5 yrs.
9. Sub Engineer Group: C
100% by Direct Recruitment
• Basic – Diploma in Engineering (Civil / Electrical / mechanical)
• Proficiency Certificate as prescribed
• Preferred – Bachelor of Engineering (Civil / Electrical / mechanical)
• Exp. – NIL
• Age – Min: 21 yrs. Max: 35 yrs.
• NIL
10. Assistant Engineer Group: B
50% by Direct Recruitment 50% by Promotion
• Basic – Bachelor of Engineering (Civil / Electrical / mechanical)
• Proficiency Certificate as prescribed
• Preferred – PG in relevant streams (Construction, project management, energy efficiency etc.)
• Exp. – Min 5 years
• Age – Min: 21 yrs. Max: 35 yrs.
• From the post of Sub Engineer
• Should be continuously in the post of Sub Engineer for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “meets expectations” for the past 4 yrs.
11. Executive Engineer Group: B
100% by Promotion
NIL • From the post of Assistant Engineer
• Should be continuously in the post of Assistant Engineer for a period of not less than 5 years
63
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
12. Superintending Engineer Group: A
100% by Promotion
NIL • From the post of Executive Engineer
• Should be continuously in the post of Executive Engineer for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
13. Chief Engineer Group: A
100% by Promotion
NIL • From the post of Superintending Engineer
• Should be continuously in the post of Superintending Engineer for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
14. Engineer in Chief Group: A
100% by promotion NIL • From the post of Chief Engineer
• Should be continuously in the post of Superintending Engineer for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
15. Town Planning Inspector Group: C
100% by Direct Recruitment
• Basic – Diploma in Urban Planning
• Proficiency Certificate as prescribed
• Exp. – NIL
• Min: 21 yrs. ; Max: 35 yrs.
• NIL
16. Assistant Town Planner Group: C
50% by direct recruitment 50% by Promotion
• Basic – Diploma in Urban Planning
• Proficiency Certificate as prescribed
• Exp. – NIL
• Min: 21 yrs. ; Max: 35 yrs.
• From the post of Town Planning Inspector
• Continuously in service in the post of TPI for a period of not less than 7 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “meets expectations” for the
64
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
past 4 yrs.
17. Dy. Town Planner Group: B
25% by Direct Recruitment 75% by Promotion
• Basic – Post Graduate in Urban Planning
• Proficiency Certificate as prescribed
• Preferred – Specialization in urban transportation / architecture
• Exp. – At least 5 years
• Age – Min: 26 yrs. Max: 35 yrs.
• From the post of Assistant Town Planner
• Continuously in service in the post of ATP for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of1 year probation
• Performance rating of at least “meets expectations” for the past 4 yrs.
18. Town Planner Group: A
100% by Promotion
• NIL • From the post of Dy. Town Planner
• Continuously in service in the post of Dy. Town Planner for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of 1 year probation
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
19. Chief Town Planner Group: A
100% by Promotion
• NIL • From the post of Town Planner
• Continuously in service in the post of Town Planner for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 5 yrs.
20. Accountant Group: C
100% by Direct Recruitment
• Basic –Degree in any disciple
• Proficiency Certificate as prescribed
• Preferred – Chartered Accountant
• Age – Min: 21 yrs. Max: 35 yrs.
• NIL
21. Accounts Officer Group: B
50% by direct recruitment 50% by promotion
• Basic –Degree in any disciple
• Proficiency Certificate as prescribed
• Preferred – Chartered Accountant
• Age – Min: 21 yrs. Max: 35 yrs.
• From the post of Accountant
• Continuously in service in the post of Accountant for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating of at least “meets expectations” for the past 5 yrs.
22. Senior Accounts Officer Group: A
100% by promotion • NIL • From the post of Accounts Officer
• Continuously in service in the post of Accounts Officer for a period of not less than 5 years
65
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
23. Chief Finance & Accounts Officer Group: A
100% by promotion
• NIL • From the post of Senior Accounts Officer
• Continuously in service in the post of Senior Accounts Officer for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
24. Community Organizer Group: C
100% by Direct Recruitment
• Basic – Degree in any discipline
• Proficiency Certificate as prescribed
• Preferred - MA Social work or PG in Public Admn / Political Science / Public / Personnel Management
• Exp. – NIL
• Age – Min: 21 yrs. Max: 35 yrs.
• NIL
25. Assistant Social Development Officer Group: C
50% by direct recruitment 50% by promotion
• Basic – Degree in any discipline
• Proficiency Certificate as prescribed
• Preferred - MA Social work or PG in Public Admn / Political Science / Public / Personnel Management
• Exp. – NIL
• Age – Min: 21 yrs. Max: 35 yrs.
• From the post of Community Organizer
• Continuously in service in the post of Community Organizer for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating of at least “meets expectations” for the past 4 yrs.
26. Social Development Officer Group: B
100% by promotion
• NIL • From the post of Assistant Social Development Officer
• Continuously in service in the post of Assistant Social Development Officer for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating) of at least “exceeds expectations” for the past 4 yrs.
27. Chief Social Development Officer Group: A
100% by Promotion
• NIL • From the post of Social Development Officer
• Continuously in service in the post of Social Development Officer for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
28. Fireman Group: C
100% by Direct Recruitment
• Basic – Intermediate / Specialized certification course on fire safety
• NIL
66
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
management from recognized institute / course
• Proficiency Certificate as prescribed
• Exp. – NIL
• Age – Min: 21 yrs. Max: 35 yrs.
29. Leading Fireman Group: C
50% by direct recruitment 50% by promotion
• Basic – Intermediate / Specialized certification course on fire safety management from recognized institute / course
• Proficiency Certificate as prescribed
• Exp. – NIL
• Age – Min: 21 yrs. Max: 35 yrs.
• From the post of Fireman
• Continuously in service in the post of Fireman for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of1 year probation
• Performance rating of at least “meets expectations” for the past 4yrs.
30. Fire Officer Group: B
100% by Promotion
• NIL • From the post of Leading Fireman
• Continuously in service in the post of Leading Fireman for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of1 year probation
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
31. Chief Fire Officer Group: A
100% by Promotion
• • From the post of Leading Fire Officer
• Continuously in service in the post of Fire Officer for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past4 yrs.
32. GIS Associate Group: C
100% by Direct Recruitment
• Basic – Graduate in any discipline with specialization in GIS
• Proficiency Certificate as prescribed
• Exp. – Two years
• Age – Min: 24 yrs. Max: 35 yrs.
• NIL
33. MIS Associate Group: C
100% by Direct Recruitment
• Basic – Graduate in any discipline with specialization in IT / MIS
• Proficiency Certificate as prescribed
• Exp. – Two years
• Age – Min: 24 yrs. Max: 35 yrs.
• NIL
67
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
34. E-Governance Officer Group: B
25% direct recruitment 75% % by Promotion
• Basic – MCA / PGDCA in IT / MSc Computer science / GIS
• Proficiency Certificate as prescribed
• Exp. – Two years
• Age – Min: 24 yrs. Max: 35 yrs.
• From the common pool list of GIS / MIS Associate
• Continuously in service in the post of GIS/ MIS Fire Officer for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
35. Junior Assistant Group: C
100% by Direct Recruitment
• Graduation in any discipline
• Proficiency Certificate as prescribed
• Basic computer knowledge
• Exp. – Nil
• Min age- 21yrs.
• Max – 35 year
• NIL
36. Assistant Group: C
25% direct recruitment 75% by promotion
• Graduation in any discipline
• Proficiency Certificate as prescribed
• Basic computer knowledge
• Exp. – Nil
• Min age- 21yrs.
• Max – 35 year
• From the post of Junior Clerk
• Continuously in service in the post of Junior Clerk for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion of1 year probation
• Performance rating of at least “meets expectations” for the past 5 yrs.
37. Senior Assistant Group C
100% by Promotion • NIL • From the post of Senior Clerk
• Continuously in service in the post of Junior Clerk for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
38. Sanitary Inspector Group C
100% direct recruitment • Graduate in any discipline
• Proficiency Certificate as prescribed
• Min age – 21 yrs.
• Max age – 35 years
• NIL
39. Sanitary Supervisor Group C
25% direct recruitment 75% by promotion
• Graduate in any discipline
• Proficiency Certificate as prescribed
• Min age – 21 yrs.
• Max age – 35 years
• From the post of Sanitary Inspector
• Continuously in service in the post of Sanitary Inspector for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Promotion confirmation subject to satisfactory completion
68
Sl. No
Post Method of recruitment Qualifications & experience
Direct Recruitment By Promotion
of 1 year probation
• Performance rating of at least “exceeds expectations” for the past 5 yrs.
40. Sanitary Officer Group B
100% promotion • Nil • From the post of Sanitary Officer
• Continuously in service in the post of Sanitary Supervisor for a period of not less than 5 years
• Should possess Proficiency Certificate as prescribed
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
69
7 Staff Augmentation Plan
To meet the future challenges in Urban Governance, high quality talent and expertise is
needed. Municipal Cadre that is suggested for implementation tries to address the human
resources capacities for performance of core functions. However, there are many areas of
expertise that require professional skills like urban planning, climate change, green city
initiatives, financial modelling etc. These talents are neither to be attracted nor retained by
ULBs in their regular staffing. Hence a model Staff Augmentation Plan is proposed here:
Urban Development’s Human Resources will be drawn from -
■ Regular Cadre staff
■ Deputationists from other State government departments
■ Experts as consultants / on contract / on empanelment mode. Lateral entry from open
market directly into government [at JS level] for leadership positions.
■ Outsource mode – for non-core functions, field level employees to be phased-out on
retirement
■ PPP mode operations for technical /professional services – e-governance, HR
Management, Citizen Facilitation Centres etc.
■ Experts on Contract / Consultants - While Service rules exist for regular and
deputation staff, specific HR systems should be designed for attracting and retaining
experts from open market including their compensation and benefits. Experts on lateral
entry from corporate / private sector, industry specialists, retired civil servants /urban
development experts, national and international NGO professionals, academicians, field
experts, technical and functional experts can as well be empaneled at State level and at
ULB level to avail their services from time to time ■ Agency / individuals on Outsourcing mode – ULBs can optimize staff costs if certain
functions can be outsourced [including sanitation, sewerage, garbage cleaning etc.] to
professional agencies and individuals on outsourcing mode. There is a need to develop
HR systems for these staff and should be administered by an HR agency as regular
Administration department will not have capacities to manage them. ■ PPP Mode units – Special service units could be established on Public-Private
Partnership mode for e-governance management at state level, HR Management Unit
and Citizen Facilitation Centres with domain experts [IT, HR and Hospitality / customer
relations] so that all ULB support can be rendered by these units and monitoring of
performance could be ensured ■ Lateral Entry of professionals from open market to be recruited at Joint Secretary level
for various critical and emerging functions like Urban transportation, planning, IT, and
also for leadership functions may be considered in line with administrative and structural
reforms proposed.
■
Table 11: Suggestive additional human resources required
Experts empanelment / contract basis / consultants
Engagement of Agencies / individuals on Outsourcing at ULB level
■ Chartered accountants ■ Financial analysts / Fiscal Management expert ■ Public Finance expert / Economists ■ Resource mobilization expert ■ Green building / Initiatives expert / Construction ■ Lake conservation expert ■ Land use expert / Low cost housing expert ■ Horticulture expert ■ Disaster mgmt. expert ■ Legal expert ■ Transportation expert ■ Heritage expert ■ Energy expert ■ Environment expert ■ SWM / Liquid waste management expert
■ HR, Training & Capacity Building services ■ IT ■ GIS ■ MIS ■ Sanitation - garbage clearance / roads
cleaning ■ SWMP ■ Housekeeping ■ Security ■ Courier services ■ Front office [Citizen service centre] services ■ O&M service ■ Computer maintenance service ■ Vehicle maintenance service ■ Cab/ taxi service
70
Experts empanelment / contract basis / consultants
Engagement of Agencies / individuals on Outsourcing at ULB level
■ Water Sewerage &Sanitation expert ■ Strategy & policy expert ■ Public Relations expert ■ PPP expert ■ Tourism advisor ■ Livelihood expert ■ Skill development / Employment generation ■ Microfinance expert ■ Gender expert ■ Urban planning experts ■ Architects ■ Rehabilitation & Resettlement expert ■ Poverty alleviation expert ■ Project Management expert ■ Legal expert ■ Public policy ■ Climate change expert ■ Migration mgmt. Expert ■ HR, OD & Capacity Building expert ■ Development Administration Expert ■ Veterinary expert
■ Computer operator ■ Drivers ■ Security PPP Mode agencies / units proposed
■ Municipal HR Management – to be headed by
Additional Commissioner – supported by HR professionals / agencies
■ Urban e-governance unit – to be headed by Additional Commissioner – assisted by professionals / agencies from IT, MIS, GIS and other technical talent pool
■ Citizen Service Centres – to be assisted by professionals trained in computer operations and customer relations
71
8 Proposed Training and Capacity Building framework
8.1 Background
Training and capacity building constitute the core area of concern for effective
performance. Employees with right skills, knowledge and attitude develop talents to
perform effectively –faster, better and consistently. Continuous training is essential to
upgrade talents to match with the changing functional demands. People who are untrained
in requisite skills have to put a lot more effort to give results. Attitude towards work, citizens
and team members can be molded positively when individuals are trained well. Training
and building right capacities in staff is central service delivery.
8.2 Objectives of TCB framework:
Objectives of this framework are:
■ To evolve state level urban training and development strategy
■ To create Institutional Training set-up for Urban Development
■ To initiate mandatory institutional cadre training for building professional municipal cadre
■ To make training a regular mechanism for continuous skill building
8.3 Framework of Training and Capacity Building:
8.4 Urban Training and Development Strategy:
■ At the State level l, an Urban Training and Development Strategy should be evolved
within the framework of National and State Training Policy.
■ Training targets [number. of minimum training days per year per staff] in line with State
Training Policy should be set for each level of employees ULB wise.
■ Appropriate budget provisions must be made for training costs
8.5 Training Structure:
At state level, proposed Municipal HR Unit will monitor the training and development
activities of all ULBs. Every ULB will have a professional HRD executive on an outsource
mode or one group B officer in Adm. /HR to be assigned this role. The HRD executive will
function under guidance from the Regional and State level Training and Capacity Building
institutional structure, HRD executive will function.
Major tasks of HRD executive at ULB level are:
■ Conducting Annual Training Needs Assessment of all ULB staff involving employees,
officers, citizens and public representatives
■ Convert training needs into deliverable training modules
■ Prepare an Annual Training Plan for employees of ULBs in terms of technical,
managerial and behavioural competencies
■ Identify training institutions / individual trainers – government and private within the
region
■ Actively coordinate with State Training Institutions [ATI/ NIUA /DUDCs/ SIUD etc.] for
nominating executives to relevant programmes conducted by them
■ Tie-up with local professional training institutions like IT /management / staff colleges for
regular skills training esp. Computer Awareness etc.
■ Evaluate training programmes and report feedback to regional and state CB unit.
72
8.6 Institutional Cadre Training:
With intent to create a strong professional team of Municipal Staff, it is proposed that every
cadre employee who is directly recruited will undergo Foundation Training before posting.
Foundation & Mid-career Training: For groups A and B, state ATI or National /State Urban Management Training Institutions
should design and conduct these mandatory training programmes. For group C, Regional
and District training institutions
Table 12: Training mechanism
WHAT WHO WHEN DURATION MODULES
Foundation Training
Group A Immediately after Recruitment before posting
24 weeks ■ 8 weeks: Basic Municipal Management Training
■ 12 weeks: Field Training ■ 4 weeks: Consolidation of
training and evaluation
Group B Immediately after Recruitment before posting
12 weeks ■ 2 weeks: Basic Municipal Management Training
■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of
training and evaluation
Group C Immediately after Recruitment before posting
6 weeks ■ 2 weeks: Basic Municipal Management Training
■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training
and evaluation
Mid-career Training
Group A. B. C
1 year before promotion to higher level as proposed
3 weeks ■ Week 1: Advanced Municipal Management
■ Week 2: Best Practices in Municipal services
■ Week 3: Exposure visit to best practice sites
8.7 Training functions:
■ Conducting periodic Training Need Analysis
■ Preparation of Annual Training Calendar
■ Identification of training resources –institutes, faculty
■ Coordination of training including mandatory training
■ Training evaluation
■ Training records maintenance
■ Training incentives and budgetary management
8.8 Training targets, incentives and budgets:
As a part of National Training Policy and State Training strategy, every department is
expected to spend a percentage of its budget on employee training. Municipal HR unit can
annually plan training targets in terms of minimum no. of training days per employee at all
levels and provide budgets for the same. HR executive in every ULB will coordinate with
Municipal HR unit at state level and coordinate the training activities. Incentives for best
performance could be in the form of paid study leave, training abroad, course fee
reimbursement for certificate courses etc.
There should be equally good efforts made to train elected representatives to ensure real
decentralization happens. Empowerment of grass roots, training elected and employed
people together is a method to promote collaboration between them. Organizing common
visits for visiting best practice sites and executing joint projects could be some of the
benchmarks in training.
73
9 Model Performance Appraisal System
9.1 Proposed Performance Management System
An effective PMS aims at encouraging individuals to proactively contribute to organization’s
goals and in turn put their best talents to use. This system is being designed and
developed as an instrument for evaluating the performance of officers in relation to his/her
contribution to the overall improvement of the institution’s performance. PMS assists in
identifying individual training needs and is important for career and succession planning for
the individuals. It is a motivation tool which encourages performance work culture in ULBs
and ensures well-being of community at large. In Madhya Pradesh, an elaborate exercise
was done in one of the ULBs involving all steps of PMS.
9.2 Objectives of PMS:
Objectives of this system are:
■ To ensure that the ULB commitments to its vision and goals are met and stakeholder
satisfaction is enhanced;
■ To set standards of performance for every function and continuously improve performance;
■ To make individual officers accountable for not complying to complete the deliverables;
■ To create an environment of healthy competition amongst employees to excel; and
■ To recognize and reward excellence and reduce poor performance
9.3 Phases in implementation of PMS:
Four elements are essential for a good PMS: Performance Planning, monitoring, evaluation
and outcomes. Each phase leads to the next phase.
Figure 3: PMS implementation phases
9.3.1 Phase 1: Performance Planning
Performance Planning is essentially a top-down effort wherein the overall Vision, Mission
and Goals of the state Urban Development flow down through its channel till ULB level.
Performance Management System ideally should consider performance planning right from
ULB level till individual officer level.
■ Employee KRA planning: this is a process of defining an employee’s job and setting
performance targets within a specific period. It is important that there is agreement on the
targets set to ensure ownership by the employee. This process of performance planning
consists of following factors.
Quantitative:
○ Key Results Areas [KRA]
○ Targets
Qualitative:
○ Functional and behavioural competencies required for each group of officers
○ These are prescribed based on the job description of staff in these groups
Performance
Planning
Performance
Monitoring
Performance
Appraisal
74
Steps to follow:
■ Immediate superior [Reporting Officer] and the Job Holder [Appraisee] will discuss and fix 4-
5 KRAs to be accomplished by the appraisee in a given timeline.
■ For each KRA they will arrive at the targets in terms of quantities to be achieved. Generally
they should start from baseline figures
■ Appraisee and Reporting Officer will also discuss on the functional and behavioural
competencies that are prescribed for the job holder in order to perform the tasks.
9.3.2 Sample Competencies list
Table 13: Sample competency list
Staff level Competencies
Group A ■ Visioning skills ■ Planning and monitoring skills ■ Leadership Skills ■ Team building skills ■ Decision Making skills
Group B ■ Execution skills ■ Coordination skills ■ Time management skills ■ Communication skills ■ Problem solving skills
Group C /D ■ Work Output ■ Work skills ■ Work habits ■ Team work ■ Initiative
9.3.3 Phase 2: Performance Monitoring
For effective performance monitoring, mid-year review of results achieved is preferable as
there will be time to understand the gaps and make required course corrections of
achieving results.
Steps to follow:
■ On reminder from ADM./HR for a mid-term review, appraisee should collect information on
his /her actual achievements against KRAs agreed upon in the performance plan
■ Reporting Officer and Appraisee will have a Mid-Term Review meeting. They will take note
of achievements made, competencies developed, and shortfalls if any, review the
reasons.
■ They will work out a revised plan for achieving the results in the remaining part of the year.
■ Appraisee will fill the mid-term review with the details of discussion
■ Reporting Officer will add his/her comments and send the same to ADM./HR department
9.3.4 Phase 3: Performance Appraisal
Performance Appraisal will happen annually within one month of completion of financial year.
This is crucial as assessment score will have an impact on several aspects of career
development of appraisee. Care should be taken to make this exercise transparent, accurate
and bias-free. Good appraisal system motivates employees to perform better and continually
improve.
75
Steps to follow:
9.3.5 Assessment -
■ Adm. /HR Executive will send reminder for annual performance appraisal. Appraisee will
consolidate all his/her achievements during the year.
■ He /she will collect the PMS form from Adm. /HR and fill the self-appraisal portion on both
quantitative and qualitative factors and submit the same to Reporting Officer
■ Reporting Officer will appraise the employee on both quantitative and qualitative factors
prescribed and will fill the column on ‘competencies development plan’ with specific
trainings the appraisee will need to improve in the areas where one needs more skills
■ He/ she then will forward the same to the Reviewing Officer [superior of reporting officer] for
his /her comments
■ Reviewing officer will give his comments and return to reporting officer
9.3.6 Appraisal Feedback Mechanism
A good Performance Appraisal System should provide for a feedback mechanism
■ Reporting officer on receipt of filled in PMS form from reviewing officer, will call for
Performance Feedback session.
■ Reporting officer will review each of the targets – achievements and shortfalls,
competencies and provide a feedback to appraisee on the score given and improvements
needed
■ Appraisee will give his/her reaction on the appraisal and suggested improvement plan
and countersigns the form
■ Completely filled-in form is returned to Adm./HR department for further action
9.3.7 Incentive mechanism
Performance Appraisal Scores could be linked to various outcomes such as increments,
promotions, incentives, punitive actions and carry weightage for all career-related
considerations. It is important to have clarity of outcomes to optimally help both employee
and organization in performance improvement. Incentives and disincentives need to be
widely communicated prior to performance planning so that it motivates employees to work
towards these rewards. Currently there is no such provision in Service Rules of any state
and hence it is required.
9.3.8 Sample list of Incentives
Table 14: Suggestive incentives
Target Achievement
Range
Suggested list of incentives
A+ Outstanding >90%
■ Incentive Bonus equal to 2 Incentive increments for one year ■ Higher weightage in promotion eligibility ■ Higher weightage in cadre change prospect ■ Best Performer certificate
A – Exceeds expectation 71-90%
■ Incentive Bonus equal to 1 Incentive increment for one year ■ Higher weightage in promotion eligibility ■ Higher weightage in cadre up gradation prospect ■ Merit certificate
B – Meets expectations 51-70%
■ No Incentives ■ Only regular increment
C - Below expectations 36-51%
■ No regular increment for 1 year ■ Performance counselling ■ Will not be eligible for promotion
D - Unacceptable <35%
■ Action of stopping regular increment for 2 years if explanation is not satisfactory
■ Performance counselling ■ Memo seeking explanation for poor performance ■ Will not be eligible for promotion
76
9.3.9 Grievance Redressal Mechanism
■ During the Performance Feedback session, any appraisee who is not satisfied with the
ratings given by the reporting officer, appraisee can express his/her opinion to reporting
officer, justifying with facts and figures to substantiate his case
■ He/she can discuss with the reporting officer seeking the rationale for the ratings. In case,
appraisee is not satisfied with the response, he / she can mention the same in the post-
feedback comments space in PMS format and sign.
■ Reporting Officer will forward the same to Adm. /HR through Reviewing Officer.
■ Adm. /HR will constitute a meeting between ULB chief, Reviewing Officer, Reporting officer
and the appraisee and discuss the appraisal. The proceedings are recorded by Adm. /HR
in which all will sign. ULB chief can take a decision for review of rating if he/she finds that
Appraisee’s contention has weight.
■ In case of appraisee not convinced with the meeting, he/she can approach Regional
Director / C/DMA / Corporation chief for Redressal. After the review at this level, if the
appraisee is not convinced, he /she may approach Urban Development chief for
Redressal of his /her grievance.
77
10 Financial Implications
To establish the municipal cadre, it is expected that there will be an additional financial
burden on the ULBs to pay the salaries of the personnel. It is also expected that the
municipal cadre with improved capacities will result in improved income to the ULBs. It is
further suggested that the administrative expenditure should not be more than 65% of the
ULB revenues including grants as prescribed under the JNNURM reforms. It is hence
suggested that the states recruit the personnel in a phased manner and should not exceed
recruitment of 10% in a single year.
Realizing the importance of establishing the municipal cadre, the Steering Committee on
urbanization has suggested earmarking of Rs. 50,000 lakh for creation of municipal cadre
in all 700 Class I towns. The Committee further estimated Rs. 7 lakh as the cost per ULB.
10.1 Financial implications in cadre establishment
One major hurdle that states face in order to establish their own cadres is lack of sufficient
funds for paying the full strength, which is also a main reasons for not filling the vacancies
through sanctions are available for posts. This issue was addressed in most of the recent
policy documents which made recommendations to financially assist from centre. Working
Group on Capacity Building recommended Rs. 50,000 lakhs be allocated for creating
municipal cadres in 700 class I cities in the country. State governments are seeking grants
for meeting staff costs under 14th Finance Commission. Keeping the above directions in
view, it is suggested that an incentive based financial assistance be introduced for
encouraging states to opt for inducting new municipal cadres. An exercise is done to
broadly estimate the financial outflow per year across the country if states were to
introduce municipal cadres as proposed in this study.
Although at this juncture, there is no data available on the existing manpower in urban
development in all states, based on the census data on statutory towns in India, a
calculation is made for staff costs per annum which worked out to Rs. 4,053 crores. Since
staff data on current staff strengths in each ULB is needed in order to estimate the exact
finances needed to fund the cadres. To give a rough idea of additional funding that would
be required per state- three scenarios are prepared assuming 30%, 40% and 50% of state
availability in ULB.
Scenario I – About 30% staff availability [funds needed for additional 70% staff]
Scenario II – About 40% staff availability [funds needed for additional 60% staff]
Scenario III –About 50% staff availability [funds needed for additional 50% staff]
Table 11 gives the details of per annum costs for all statutory towns in India which
approximates to Rs. 4053 crores. Even financially support for different states in the above
three scenarios will cost between 2000 to 2800 crores per annum roughly.
Directly sponsoring the additional staff costs might create a dependency syndrome and
withdrawing support at some stage might become a constraint. Hence, a results-linked
Incentive Plan is conceived to create motivation for states to opt municipal cadre creation
without financial burden in the initial stages. As ULBs progressively increase their revenues,
dependence on central funding will wean.
78
Table below gives the estimated staff costs in 3 scenarios:
Table 15: Financing the cadres – Annual costs across the country
Sl. No
Type of city
No. of Statutory towns in India (2011 census)
Cost per ULB per year
Total cost for 4041 ULBs
Model I – 30% staff currently available
Model II– 40% staff currently available
Model III – 50% staff currently available
Rs. In Cr.
1.
Above 50 Lakh
5 54.44 272.22 190.55 163.33 136.11
2.
20 – 50 8 21.9 175.27 122.69 105.16 87.63
3.
10-20L 33 11.3 373.21 261.25 223.93 186.6
4.
5-10 L 42 5.77 242.44 169.71 145.46 121.22
5.
3-5 L 57 3.75 213.89 149.72 128.33 106.94
6.
1-3 L 331 1.45 481.82 337.27 289.09 240.91
7.
25K - 1 L 1467 0.97 1428.27 999.79 856.96 714.13
8.
Below 25K 2098 0.41 866.22 606.35 519.73 433.11
Total per annum 4041 4053.34 2837.34 2432.00 2026.65
10.2 Incentivization Plan
It is proposed to incentivize the process such that it will motivate states to put dedicated
cadres in place. On placing the municipal cadres 100%, financial support against specific
metrics may be extended by Government of India. There could be three parts of incentives
to create pull at every phase.
Phase I: Cadre creation process [24 months]
Phase II: Recruitment and Induction process [12 months]
Phase III: Consolidation and results-linked support [84 months]
For municipal cadres to become fully functioning a time span of 10 years is anticipated. This
period will require financial support and motivation from the centre. A Model Incentive Plan
is worked out with say Rs. 10,000 crore budget. Incentive plan is designed for all the 3
phases and is expected to create a pull and also financially support states in sustaining the
additional staffing costs they are likely to incur during the process.
79
Table 16: Incentivization Plan for Cadre implementation with a budget of Rs. 10, 000 crores
Phase I: Cadre Creation process [24 months]
S. No. CORE ACTION STEPS Duration
in months
Key Performance
Indicators
Score
[In points]
Budget allotted for the
phase Incentive plan
1.
In-principle go-ahead for establishing Municipal
Cadres and customization to suit specific
situation in the state
2 Working group
instituted on
establishing cadres
5
10% of total budget
[INR 10000 cr.]
i.e., INR 1000 cr.
For this phase
To be allocated to
states based on
their achievement
of scores
� 100% allotted budget to the states achieving 75 + points
� 75% allotted budget to the states achieving 61-75 points
� 50% allotted budget to the states achieving 51-60 points
� 30% allotted budget to the states achieving less than 50 points
2. Establish buy-in from all key stakeholders
through wider consultations
6 Consultation process
completed
10
3. Amend the Municipal Act suitably to provide for
creation of Municipal Cadre
8 Amendment to
Municipal Act done
20
4. Prepare draft Staffing proposal with staffing
norms, staffing numbers, groups and posts
8 Draft Staffing proposal
prepared
15
5. Procure Cabinet approval for creating posts and
financial budgets related to Municipal Cadres
6 Cabinet approval
procured
20
6. Preparation of Revised Service Rules for
Recruitment, Training, Promotion & Transfers
4 Revised Service Rules
in place
15
7. Set up organizational mechanism for cadre
recruitment, training and administration
4 Organizational mechanisms functional
15
PHASE I - TOTAL 24 m 100 INR 1000 cr.
Phase II: Recruitment and Induction [12 months] Duration
in months
Key Performance
Indicators
Score
[In points]
Budget allotted for the
phase Incentive plan
8. Sending recruitment notice to the recruitment
boards / agencies / respective ULBs
1 Recruitment notices
sent
10 20% of total budget
[INR 10000 cr.]
i.e., INR 2000 cr.
for this phase
To be allocated to
states based on
their achievement
of scores
� 100% allotted budget to the states achieving 90 + points
� 75% allotted budget to the states achieving 71-90 points
� 50% allotted budget to
the states achieving 61-70 points
9. Recruitment process completed by respective
authorities
6 Appointment letters
issued
50
10. Induction training initiated and completed
6 Induction completed 30
11.
Posting of new employees upon successful
completion of induction training
3 Posting orders issued 10
PHASE II -TOTAL 12 m 100 INR 2000 cr.
Phase III: Results-based Incentives [84 months] Duration in Key Performance Indicators Score Budget allotted for the Incentive plan
80
months [In points] phase [INR 7000 cr.]
12.
Staff posted to ULBs in all sections as per
prescribed staffing numbers
1st & 2
nd
years 100 % of postings against prescribed staffing norms
0 20% of total budget [INR 10000 cr.] i.e., 2000 cr.
Same % of incentive to cover the additional staff
costs
13.
Increase of ULB’s own revenues - revenue
collection, arrears recovered, new properties
taxed etc.
From 3
rd to 7
th
years
% increase in revenue 50 50% of total budget
[INR 10000 cr.] i.e., 5000 cr.
To be allocated to states based on their
achievement of scores per year
� No incentive for achieving below 40 points every year
� 40% allotted budget
to ULBs achieving 41-60 points per year
� 60% allotted budget
to ULBs achieving 61-75% per year
� 80% allotted budget
to ULBs achieving over 75% per year
14. Grievance redressal mechanism [resolving
grievances against citizen charter]
% of public grievances redressed
10
15.
Core Services rendered against SLAs of ULB
[water, sewerage, street lighting, institutional
services etc.]
% of service satisfaction of customers
10
16.
Development projects completed within time
limit [infrastructure, transport, slum amenities
etc.]
% completion as per time line
10
17. Jobs and livelihoods created in social sector
[under state and central schemes]
% of jobs /livelihoods created
10
18. Overall Citizen Satisfaction Index [independent
survey after baseline every 2 years once]
% of Citizen Satisfaction Index
10
PHASE III -TOTAL 84 m 100 INR 7000 cr.
81
11 Way forward
Implementation of the cadre reforms has the potential of unlocking the overall efficiency in the ULBs. Making this as a mandatory reform under phase II of JnNURM is essential as suggested in the earlier policies. Providing budgetary support for certain years would be essential and steps may be taken both at central as well as state level to take the initiative forward.
11.1 Implementation of Cadre Reforms at central level
Set up/ assign a project-management unit the task of establishing cadres, which will
advocate, promote, support and monitor progress on the said subject over the span of
10 years
Financial budget allocation for planned funds.
Conduct regional dissemination workshops on approach to municipal cadres
Conduct a survey to collect existing municipal staffing practices in states which include
their personnel system, staffing norms and numbers, city classification, fund sources
for staffing costs, sanctioned posts versus vacancies, staff pay scales, designations
and groups etc.
Plan to provide handholding support to states interested in instituting exclusive cadres
for municipal management
Communicate to states the financial package through incentive plan
Establish monitoring and transparent reform calibration mechanism to mark progress
11.2 Implementation of Cadre reforms at the state level
States that decide to implement cadre reforms need to take some steps. From the time a
decision is taken in this regard, it could optimistically take about 24 months to put cadre in
place including setting up institutions, preparing legal grounds and bringing amendments to
existing laws and policies, recruitment and foundation training processes. There are would
be two phases of key actions
Phase I: Preparatory process for cadre creation
Phase II: Recruitment, Induction Training and Posting
Phase III: Consolidation and results
Core action steps suggested during each phase are mentioned below:
Phase I: Preparation for establishing municipal cadres [24 months]
Assimilate the proposed model as per Report of the study conducted by the MoUD on
establishing Municipal Cadres in India and its relevance to state;
Look at the staffing norms suggested in the report and customise it according to the
specific situation in a particular state;
Attain in-principle acceptance from state government to establishing Municipal Cadre;
Amend the Municipal Act suitably to provide for creation of Municipal Cadre;
Work out the number of positions required to be created according to the adopted
norms of staffing by taking into account the positions already existing;
Estimate the additional financial requirement for creation of Municipal Cadre and get
Financial and cabinet approval for creation of posts;
Decide on the organisational arrangements and procedure for recruitment to fill up the
created positions;
Decide on specific organisational arrangement for (i) management of the cadre and (ii)
performance management system as suggested in the Study Report.
Phase II: Recruitment, Training and Posting [12 months]
Recruitment process – advertisement, selection process, issue of appointment letters
Foundation training for new joinees –in batches as prescribed
Issue of postings of cadres as per staffing numbers prescribed in all ULBs
82
Phase III: Consolidation and results [84 months]
Placing staff as per requirements of ULB
Introduction of Performance Management metrics for ULB, departments and
individuals
Performance tracking and measuring results against targets
Incentivising performance linked to results achievement
Timelines proposed for both the phases are given in Annexure II.
11.3 Some ideas for future
Introduction of Indian Urban [or Municipal] Service as a part of Central Service could be
considered as a dedicated service to ensure a country wide cadre of urban leadership
emerge. This would augment the much required leadership competence for meeting
future urban leadership challenges.
Provision for conferment of IAS should be made for Municipal Executive Cadre [direct
recruits] with substantive percentage after stipulated years of service as in the case of
state administrative service. This will become a motivating factor for attracting talent.
Introduce Urban Development Fellowship Scheme in lines of PM’s Rural Development
Fellowship Scheme. Through this scheme young aspirants will register for 3-year
Fellowship equivalent to Ph. D. with renowned academic institution [say NIUM] where
students will receive inputs on Urban Management and work as interns under Municipal
Commissioners [IAS] in implementing various programmes.
High-Powered Expert Committee has initiated a programme to provide specialized Urban
Development Training for about 300 IAS Officers chosen to become Urban Specialists.
Similar proposal to train specialists within each municipal function can also be undertaken
– Finance, Revenue, Engineering etc.
In line with 2nd
ARC recommendations, certain percentage of recruitment of corporate /
private sector professionals with a minimum of 10 years-service may be considered at
Joint Secretary level on government roles and assign them positions of CEO / COO / CIO/
CTO etc. to distinguish them from regular all India and central services. They may be
posted to head the PPP units /projects that require their expertise.
Urban sector service delivery functions could be delinked from policy making by totally
handing over service delivery to private units while the urban administration should focus
only on policy making and monitoring.
To promote synergy amongst elected and employed municipal functionaries, joint training
programmes abroad and exposure visits must be conducted by renowned institutions
such that mutual understanding and collaboration improves.
83
Annexure I – Detailed Cadre description
This section provides a detailed analysis of the proposed posts under each service. Details such as
description of the post, group staffing norm, generic job description, method of recruitment, recruitment
norms (qualifications, experience and age), and promotion norms proposed and the training plan for
each post is given in detailed.
The details provided are illustrative and the respective state governments may customize it to their
needs before implementing.
Municipal Administrative Service Group
Municipal Executive Service Municipal Executive Service
1. Post: Assistant Commissioner 2. Group: B 3. Staffing norm
Above 50 Lakh
20 – 50 10-20L 5-10 L 3-5 L 1-3 L 25K - 1 L Below 25 K
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per 2 lakh pop
1 per ULB 1 per ULB
4. Job Profile 5. Method of Recruitment
■ Overall supervision ■ Provide administrative guidance to the
staff ■ Design urban development strategies ■ Ensure implementation of project
successfully ■ Ensure tasks are done on time ■ Ensure compliance to various acts,
rules, RTIs etc. ■ Ensure that the agenda, minutes of the
council / MIC / PIC meetings are prepared
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
75% 25%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
Graduate in any discipline Proficiency Certificate as prescribed
PG in Social work / Public admn / Town & Country planning / political science / Law / Commerce / MBA / Engineering
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Dy. Commissioner ■ Continuously in service for a period of not less than 7 years ■ Should possess Proficiency Certificate as prescribed ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “meets expectations” for at least
5 yrs.
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to Additional Commissioner – 3 weeks - ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: Exposure visit to best practice sites
84
Municipal Executive Service 1. Post: Dy. Commissioner 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per ULB NIL NIL
4. Job Profile 5. Method of Recruitment
■ Overall supervision ■ Provide administrative guidance to the
staff ■ Design and ensure implementation of
urban development strategies ■ Monitor and implement project
successfully ■ Ensure tasks are done on time ■ Ensure compliance to various acts,
rules, RTIs etc. ■ Liaison with state and central
government as necessary ■ Prepare agenda, minutes for the
council / MIC / PIC meetings ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
25% 75%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
Graduate in any discipline Proficiency Certificate as prescribed
PG in Social work / Public admn / Town & Country planning / political science / Law / Commerce / MBA / Engineering
Exp.: Min 3 years Age: Min 24 years Max: 35 yrs.
■ To the post of Additional Commissioner ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
85
Municipal Executive Service 1. Post: Additional Commissioner 2. Group: A
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 10 lakh pop - IAS
1 per 10 lakh pop - IAS
1 per 10 lakh pop
1 per 10 lakh pop
1 per 10 lakh pop
1 per ULB NIL NIL
4. Job Profile 5. Method of Recruitment
■ Overall supervision and guidance to the staff
■ Provide administrative sanctions wherever relevant
■ Design and ensure implementation of urban development strategies
■ Monitor and implement project successfully
■ Ensure tasks are done on time ■ Ensure compliance to various acts,
rules, RTIs etc. ■ Liaison with state and central
government and public representatives as necessary
■ Prepare agenda, minutes for the council / MIC / PIC meetings
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
NA NA NA ■ To the post of Municipal Commissioner ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations ‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Municipal Commissioner – ■ 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
86
Municipal Executive Service
1. Post: Municipal Commissioner 2. Group: A
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB - IAS
1 per ULB - IAS
1 per ULB - IAS
1 per ULB - IAS
1 per ULB 1 per ULB 1 per ULB 1 per ULB
4. Job Profile 5. Method of Recruitment
■ Overall in-charge of the city ■ Provide overall guidance and
supervision to the staff ■ Provide administrative sanctions
wherever relevant ■ Design and ensure implementation of
urban development strategies ■ Monitor and implement project
successfully ■ Ensure tasks are done on time ■ Ensure compliance to various acts,
rules, RTIs etc. ■ Liaison with state and central
government and public representatives as necessary
■ Prepare agenda, minutes for the council / MIC / PIC meetings
■ Documentation and record maintenance
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA • From the posts as specified in the promotion channel
• Should be continuously in the post for a period of not less than 5 years
• No disciplinary action
• Performance rating of at least “exceeds expectations” for the past 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
87
Municipal Social Development Service
Municipal Social Development Service
1. Post: Community Organizer 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 1 Lakh pop
1 per 1 Lakh pop
1 per 1 Lakh pop
1 per 50K pop
1 per 50K pop
1 per 50 K pop
2 per ULB 1 per ULB
4. Job Profile 5. Method of Recruitment
■ Implement all urban poverty schemes and projects
■ Ensure bank linkages and pension disbursement
■ Maintain sustained relationship with urban poor.
■ Maintain urban poverty related data of the city
■ IEC and advocacy programmes on poverty alleviation strategies including health, livelihood, financial aspects etc.
■ Conduct specific poverty related survey as needed
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100% - -
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
Graduate in any disciple Proficiency Certificate as prescribed
MA Social work or PG in Public Admn / Political Science / Public / Personnel Management
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Assistant Social Development Officer ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
88
Municipal Social Development Service
1. Post: Assistant Social Development Officer 2. Group: C
3. Staffing Norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per 2 CO 1 per ULB NIL 4. Job Profile 5. Method of Recruitment
■ Design and implement urban poverty alleviation programmes
■ Conduct meetings with the slum dwellers on various poverty alleviation programmes
■ Implement central / state government poverty alleviation schemes
■ Coordinate with other departments for slum infrastructure development
■ Maintain urban poverty related data of the city
■ IEC and advocacy programmes on poverty alleviation strategies including health, livelihood, financial aspects etc.
■ Conduct specific poverty related survey as needed
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
50% 50%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
MA Social work or PG in Public Admn / Political Science / Public / Personnel Management Proficiency Certificate as prescribed
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Social Development Officer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “meets expectations‘’ for at least
4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to SDO 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
89
Municipal Social Development Service
1. Post: Social Development Officer 2. Group: B
3. Staffing Norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 10 lakh pop
1 per 10 lakh pop
1 per 5 lakh pop
1 per ULB 1 per ULB 1 per ULB NIL NIL
4. Job Profile 5. Method of Recruitment
■ Devise mechanisms for slum notification and de-notification
■ Design special drives / campaigns as relevant
■ Implement central / state government poverty alleviation schemes
■ Design urban poverty alleviation strategies
■ Establish sustainable partnership for poverty alleviation
■ Coordinate with other departments for slum infrastructure development
■ Design IEC and advocacy programmes on poverty alleviation strategies including health, livelihood, financial aspects etc.
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Chief Social Development Officer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Chief SDO 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
90
Municipal Social Development Service
1. Post: Chief Social Development Officer 2. Group: B
3. Staffing Norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ Design special drives / campaigns as relevant
■ Implement central / state government poverty alleviation schemes
■ Design urban poverty alleviation strategies
■ Establish sustainable partnership for poverty alleviation
■ Coordinate with other departments for slum infrastructure development
■ Design IEC and advocacy programmes on poverty alleviation strategies including health, livelihood, financial aspects etc.
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Additional Commissioner (change of Service needed)
■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ As applicable depending on the post being promoted to
3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
91
Municipal Staff Service
Municipal Staff Service
1. Post: Junior Assistant 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 20 K pop
1 per 20 K pop
1 per 20 K pop
1 per 20 K pop
1 per 20 K pop
1 per 20 K pop
1 per 20 K pop
1 per 10K pop
4. Job Profile 5. Method of Recruitment
■ Support in all clerical matters of the department
■ Act as a file custodian ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
Graduation in any discipline Proficiency Certificate as prescribed
Basic computer knowledge
Exp. – Nil Min age- 21yrs Max – 35 year
■ To the post of Assistant ■ Should clear prescribed Proficiency Level Test ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to next level
3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
92
Municipal Staff Service
1. Post: Assistant 2. Group: C
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs 1 per 3 JCs Min 1 4. Job Profile 5. Method of Recruitment
■ Support in all clerical matters of the department
■ Ensure all documentation ■ Act as a file custodian ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
25% 75%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
Graduation in any discipline Basic computer knowledge Proficiency Certificate as prescribed
NA NA ■ To the post of Senior Assistant ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC 1.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to next level 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
93
Municipal Staff Service
1. Post: Senior Assistant 2. Group: C
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 3 SCs 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs 1 per 3 SCs Min 1 NIL 4. Job Profile 5. Method of Recruitment
■ Supervise the clerical staff ■ Support in all clerical matters of the
department ■ Ensure all documentation ■ Act as a file custodian ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
NA
NA NA ■ To the post of Assistant Commissioner ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
As applicable depending on the post being promoted to next level
3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
94
Municipal Finance Service Group
Municipal Accounts Service
Municipal Accounts Service
1. Post: Accountant 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 lakh
pop
1 per 2 lakh
pop
1 per 2 lakh
pop
1 per 1.5
lakh pop
1 per 1.5
lakh pop
1 per 1 lakh
pop
1 per 50K
pop
1 per ULB
4. Job Profile 5. Method of Recruitment
Checking of all bills, expenditure
Maintenance of all files related to accounts
Preparation of cheques and cash
management
Accounts maintenance on DEAS mode
Handling bank transactions and
reconciliations
Assist in preparing Annual Financial
Statements
Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
Bachelor of
Commerce
Proficiency Certificate as prescribed
Chartered
Accountant
Exp. – NIL
Min: 21
yrs.
Max: 35
yrs.
■ To the post of Accounts Officer ■ Should clear prescribed Proficiency Level Test ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the
career
■ Minimum term in a single station continuously for 5 years and
maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks
2 weeks: Basic Municipal Management
Training
3 weeks: Field/ on job Training
1 week: Consolidation of training and
evaluation
MC 1 – 1 year before promotion to Accounts Officer
3 weeks
Week 1: Advanced municipal management
Week 2: Best Practices in Municipal Services
Week 3: exposure visit to best practice sites
95
Municipal Accounts Service
1. Post: Accounts Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per 2 Accountant
1 per ULB NIL
4. Job Profile 5. Method of Recruitment
■ Preparation Annual Financial Statements
■ Assist in preparation of ULB budgets ■ Accounts maintenance on DEAS mode ■ Handling bank transactions and
reconciliations ■ Payment processing ■ Internal auditing ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
50% 50%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
M.Com or Member, ICWA or CA Proficiency Certificate as prescribed
Exp. – 5 years Min: 21 yrs. Max: 35 yrs.
■ To the post of Senior Accounts Officer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to Senior Accounts Officer 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
96
Municipal Accounts Service
1. Post: Senior Accounts Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 10 Lakh pop
1 per 10 Lakh pop
1 per 10 Lakh pop
1 per ULB 1 per ULB NIL NIL NIL
4. Job Profile 5. Method of Recruitment
■ Preparation Annual Financial Statements
■ Preparation of ULB budgets ■ Payment processing ■ Ensure funds are put to proper use ■ Withdrawals and disbursements ■ Coordination with GoI/State
departments ■ Utilization certificates ■ Internal auditing ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Chief Finance & Accounts Officer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC 2
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Chief Finance & Accounts Officer
3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
97
Municipal Accounts Service
1. Post: Chief Finance & Accounts Officer 2. Group: A 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ Preparation Annual Financial Statements
■ Preparation of ULB budgets ■ Payment processing ■ Financial control mechanism,
investment strategies, ■ Withdrawals and disbursements ■ Coordination with GoI/State
departments ■ Utilization certificates ■ Internal auditing ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA
NA NA ■ To the post of Municipal Commissioner (change of Service needed)
■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
■ As applicable depending on the post being promoted to 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
98
Municipal Revenue & Financial Service
Municipal Revenue and Financial Service
1. Post: Tax Assistant 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 4,000-5,000 HH
1 per 3,000 - 4,000 HH
1 per 2,000 - 3,000 HH
1 per 2,000 - 3,000 HH
4. Job Profile 5. Method of Recruitment
■ Assess, calculate / collect all taxes including property tax etc.
■ Validate taxes as per self-assessment forms
■ Ensure new properties are brought into tax net
■ Issue demand / penalty notices ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to the next level) Qualifications Experienc
e & Age Basic Preferred
Graduate in any discipline Proficiency Certificate as prescribed
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Revenue Inspector ■ Continuously in service for a period of not less than 7 years ■ Should clear prescribed Proficiency Level Test ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “meets expectations” for at least
5 yrs.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to RI – ■ 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
99
Municipal Revenue and Financial Service
1. Post: Revenue Inspector 2. Group:C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 5 TA 1 per 5 TA 1 per 5 TA 1 per 5 TA 1 per 5 TA 1 per 4 TA 2 per 1 ARO
1 per ULB
4. Job Profile 5. Method of Recruitment
■ Guide and monitor the Tax Assistant ■ Fix targets, review tax collections of the
zone ■ Citizen grievance redressal ■ Generate analytical reports including
defaulters, penalties, new assessment etc.
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
50% 50%
6. Recruitment Norms
7. Promotion Norms (to the next level) Qualifications Experience & Age Basic Preferred
Graduate in any discipline Proficiency Certificate as prescribed
NA ■ To the post of Assistant Revenue Officer ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations ‘’ for at
least 3 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
100
Municipal Revenue and Financial Service
1. Post: Assistant Revenue Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per 2 RI 1 per ULB NIL 4. Job Profile 5. Method of Recruitment
■ Guide and monitor revenue staff ■ Devise and implement revenue
enhancement mechanisms ■ Deploy technology to enhance revenue
collections ■ Assist in tax rationalization ■ Citizen grievance redressal ■ Devise and monitor special drives for
tax collections ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
25% 75%
6. Recruitment Norms
7. Promotion Norms (to the next level) Qualifications Experience & Age Basic Preferred
Graduate in any discipline Proficiency Certificate as prescribed
NA NA ■ To the post of Revenue Officer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Revenue Officer – 3 weeks
■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
101
Municipal Revenue and Financial Service
1. Post: Revenue Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 10 lakh pop
Min 2 Min 2 1 per ULB 1 per ULB 1 per ULB NIL NIL
4. Job Profile 5. Method of Recruitment
■ Guide and monitor revenue staff ■ Devise and implement revenue
enhancement mechanisms ■ Deploy technology to enhance revenue
collections ■ Citizen grievance redressal ■ Devise and monitor special drives for
tax collections ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to the next level) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Additional Commissioner ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations ‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ As per the requirement of the post being promoted to. 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
102
Municipal Technical Service Group
Municipal Engineering Service
Municipal Engineering Service
1. Post: Sub Engineer 2. Group: C 3. Staffing norm: 30% Civil; 15% electrical/ 5% mechanical; 30% water; 20% environment 50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 30K 1 per 30K 1 per 30K 1 per 30K 1 per 30K 1 per 30K 2 per ULB 1 per ULB 4. Job Profile 5. Method of Recruitment
■ Field verifications and ensure timely and cost effective completion of all infrastructure projects
■ Assist in procurements and tender management
■ Process payments to the contractors ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
Diploma in Engineering (Civil / Electrical / mechanical) Proficiency Certificate as prescribed
Bachelor of Engineering (Civil / Electrical / mechanical)
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Assistant Engineer ■ Should clear prescribed Proficiency Level Test ■ Continuously in service for a period of not less than 5 years ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
103
Municipal Engineering Service
1. Post: Assistant Engineer 2. Group: B
3. Staffing norm: 30% Civil; 15% electrical/ 5% mechanical; 30% water; 20% environment
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per 1 lakh 1 per ULB NIL 4. Job Profile 5. Method of Recruitment
■ Field verifications and ensure timely and cost effective completion of all infrastructure projects
■ Provide technical sanctions as relevant ■ Guide and monitor Sub Engineers ■ Assist in procurements and tender
management ■ Process payments to the contractors ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
50% 50%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
Bachelor of Engineering (Civil / Electrical / mechanical) Proficiency Certificate as prescribed
PG in relevant streams (Construction, project management, energy efficiency etc.)
Exp. –Min 5 years Min: 21 yrs. Max: 35 yrs.
■ To the post of Executive Engineer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to Executive Engineer – 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
104
Municipal Engineering Service
1. Post: Executive Engineer 2. Group: B
3. Staffing norm: 30% Civil; 15% electrical/ 5% mechanical; 30% water; 20% environment
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 3 lakh 1 per 3 lakh 3 per 1 SE 3 per 1 SE 1 per ULB 1 per ULB NIL NIL
4. Job Profile 5. Method of Recruitment
■ Project planning, contract management and procurements
■ Assist in city infrastructure design and implementation
■ Ensure quality and timely completion of projects
■ Provide technical sanctions as relevant ■ Coordination with Division offices /
State government for technical sanctions
■ Guide and monitor department staff ■ Ensure payments to the contractors ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Superintending Engineer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
105
Municipal Engineering Service
1. Post: Superintending Engineer 2. Group: A 3. Staffing norm: 30% Civil; 15% electrical/ 5% mechanical; 30% water; 20% environment
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 5 lakh 1 per 5 lakh 1 per 5 lakh 1 per ULB NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ City infrastructure design and implementation
■ Project contract management of large projects
■ Ensure quality and timely completion of projects
■ Provide technical sanctions as relevant ■ Coordination with GoI / Division offices /
State government for technical sanctions
■ Guide and monitor department staff ■ Ensure payments to the contractors ■ Assist in implementing large projects
including GoI / State government. ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
NA NA NA ■ To the post of Chief Engineer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have completed MC 2.
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Chief Engineer – ■ 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
106
Municipal Engineering Service
1. Post: Chief Engineer 2. Group: A 3. Staffing norm: 30% Civil; 15% electrical/ 5% mechanical; 30% water; 20% environment
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
2 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ City infrastructure design and implementation
■ Accountable for implementation of large projects including GoI / State government.
■ Project / Contract management of large projects
■ Ensure compliance of quality standards as relevant
■ Administrative and overall management of engineering
■ Provide technical sanctions ■ Coordination with GoI / Division offices /
State government for technical sanctions
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Engineer in Chief ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
107
Municipal Engineering Service
1. Post: Engineer in Chief 2. Group: A
3. Staffing norm: 30% Civil; 15% electrical/ 5% mechanical; 30% water; 20% environment
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB NIL NIL NIL NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ City infrastructure design and implementation
■ Accountable for implementation of large projects including GoI / State government.
■ Project / Contract management of large projects
■ Ensure compliance of quality standards as relevant
■ Administrative and overall management of engineering
■ Provide technical sanctions ■ Coordination with GoI / Division offices /
State government for technical sanctions
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Municipal Commissioner (change of Service needed)
■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
108
Urban Planning & Transport Service
Urban Planning & Transportation Service
1. Post: Town Planning Inspector 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
1 per 40,000 - 50,000
2 per ULB 1 per ULB
4. Job Profile 5. Method of Recruitment
■ Verification for building permissions applications / issue of completion
■ Identification and taking necessary action for un authorized construction
■ Overall oversight of the city development in the respective jurisdiction
■ Provide /maintain information on encroachments, transport etc.
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
Diploma in Urban Planning Proficiency Certificate as prescribed
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Assistant Town Planner ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
109
Urban Planning & Transportation Service
1. Post: Assistant Town Planner 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 TPIs
1 per 2 TPIs
1 per 2 TPIs
1 per 2 TPIs
1 per 2 TPIs
1 per 2 TPIs
1 per ULB NIL
4. Job Profile 5. Method of Recruitment
■ Guide and monitor Town Planning Inspector
■ Random field verification of building permissions / layouts etc.
■ Inventory of unauthorized construction and initiate necessary actions
■ Coordination with other departments as needed.
■ Oversight of the city development in the respective jurisdiction
■ Ensure removal of encroachments, plan and implement transportation relation activities etc.
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
50% 50%
6. Recruitment Norms
7. Promotion Norms Qualifications Experience & Age Basic Preferred
Degree in urban planning / architecture / transportation Proficiency Certificate as prescribed
NA ■ To the post of Dy. Town Planner ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to Dy. Town Planner – 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
110
Urban Planning & Transportation Service
1. Post: Dy. Town Planner 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 ATPs
1 per 2 ATPs
1 per 2 ATPs
1 per ULB 1 per ULB NIL NIL NIL
4. Job Profile 5. Method of Recruitment
■ Guide and monitor junior staff ■ Approvals of residential / commercial
plans ■ Removal of encroachment /
unauthorized construction and regularization of encroachments
■ Coordination with other departments as needed.
■ Ensure urban transportation and traffic management
■ Plan and implementation city conservation / architecture projects
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
25% 75%
6. Recruitment Norms
7. Promotion Norms( to be next higher position) Qualifications Experience & Age Basic Preferred
Post Graduate in Urban Planning Proficiency Certificate as prescribed
Specialization in urban transportation / architecture
Exp.: At least 5 years Min: 26 yrs. Max: 35 yrs.
■ To the post of Senior Town Planner ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
111
Urban Planning & Transportation Service
1. Post: Town Planner 2. Group: A
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 2 Dy. TP
1 per 2 Dy. TP
1 per ULB NIL NIL NIL NIL NIL
4. Job Profile 5. Method of Recruitment
■ Provide overall guidance to the junior staff
■ Overall responsibility of residential / commercial buildings
■ Removal of encroachment / unauthorized construction and regularization of encroachments
■ Coordination with other departments as needed.
■ Plan and implement urban development projects including planning, transport, architecture etc.
■ Assist in implementation of all central / state flagship programmes
■ Ensure urban transportation and traffic management
■ Plan and implementation city conservation / architecture projects
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Chief Town Planner ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Chief Town Planner 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
112
Urban Planning & Transportation Service
1. Post: Chief Town Planner 2. Group: A
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per city 1 per city NIL NIL NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ Overall in-charge for urban planning in the city
■ Provide overall guidance to the junior staff
■ Overall responsibility of residential / commercial buildings
■ Removal of encroachment / unauthorized construction and regularization of encroachments
■ Coordination with other departments as needed.
■ Plan and implement urban development projects including planning, transport, architecture etc.
■ Assist in implementation of all central / state flagship programmes
■ Ensure urban transportation and traffic management
■ Plan and implementation city conservation / architecture projects
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms Qualifications Experienc
e & Age Basic Preferred
NA NA NA ■ To the post of Municipal Commissioner (change of Service needed)
■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4rs.
8. Transfer norms
■ Minimum 5 years at State level [UDD/ C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 2 years and maximum of 3 years.
9. Training Plan
Induction / Foundation Mid-Career Training
24 weeks ■ 8 weeks: Basic Municipal Management
Training ■ 12 weeks: Field Training ■ 4 weeks: Consolidation of training and
evaluation
As applicable depending on the post being promoted to. 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
113
Municipal Fire Service
Municipal Fire Service
1. Post: Fireman 2. Group: C 3. Staffing norms
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift)
2 per 50K (per shift) Min 2
Min 2
4. Job Profile 5. Method of Recruitment
■ Attend fire calls at fire station and field ■ Ensure vehicle / equipment / water
readiness ■ Field verification to check fire safety
norms of buildings / commercial complexes etc.
■ Provide training and first aid demonstrations to citizens
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position)
Qualifications Experience & Age Basic Preferred
■ Graduate in any discipline
■ Specialized certification course on fire safety management from recognized institute / course
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Leading Fireman ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
114
Municipal Fire Service
1. Post: Leading Fireman 2. Group: C
3. Staffing norm:
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 50 K (per shift)
1 per 50 K (per shift)
1 per 50 K (per shift)
1 per 50 K (per shift)
1 per 50 K (per shift)
1 per 50 K (per shift)
1 per 50 K (per shift)
1 per 50 K (per shift)
4. Job Profile 5. Method of Recruitment
■ Inspection and maintenance of fire equipment
■ Ensure staff training and citizen’s awareness on fire management.
■ Perform mock drills ■ Ensure fire safety norms are followed
by commercial / residential establishment and issuance of NOCs.
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
50% 50%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
• Intermediate
• Specialized certification course on fire safety management from recognized institute / course
. ■ To the post of Fire Officer ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “meets expectations‘’ for at least
4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to Fire Officer 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
115
Municipal Fire Service
1. Post: Fire Officer 2. Group: B 3. Staffing norm: 50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per fire station
1 per fire station
1 per fire station
1 per ULB 1 per ULB 1 per ULB NIL NIL
4. Job Profile 5. Method of Recruitment
■ Plan and set up fire management services in the city
■ Ensure compliance to fire safety norms across all commercial / residential units
■ Initiate actions against noncompliance to fire safety norms
■ Ensure fire safety equipment for all fire staff
■ Ensure fire training and physical fitness to staff / citizen awareness creation
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
• NA NA NA ■ To the post of Chief Fire Officer ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
■ MC 2 – 1 year before promotion to Chief Fire Officer – 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
116
Municipal Fire Service
1. Post: Chief Fire Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB 1 per ULB 1 per ULB NIL NIL NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ Plan fire preventive mechanisms / measures
■ Plan and set up fire management services in the city
■ Ensure compliance to fire safety norms across all commercial / residential units
■ Initiate actions against noncompliance to fire safety norms
■ Ensure fire safety equipment for all fire staff
■ Ensure fire training and physical fitness to staff / citizen awareness creation
■ Documentation and record maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
NA NA NA ■ To the post of Additional Commissioner (change of Service needed)
■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
As applicable depending on the post being promoted to
3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
117
Municipal E-Governance Service
Municipal E-Governance Service
1. Post: GIS Associate 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB 1 per ULB 1 per ULB 1 per ULB 1 per ULB NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ GIS mapping of entire town ■ Ensure / update GIS / MIS data
integration into GIS systems ■ Manage GIS applications as needed for
various functions ■ Generate reports needed for speedier
decision making ■ Maintain GIS related tools, maps,
software, servers etc. ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
Post Graduate in any discipline with specialization in GIS Proficiency Certificate as prescribed
Exp. – Two years Min: 24 yrs. Max: 35 yrs.
■ To the post of E-Governance Officer ■ Should clear prescribed Proficiency Level Test ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to E-Governance officer – ■
3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
118
Municipal E-Governance Service
1. Post: MIS Associate 2. Group: C
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 5 lakh pop
1 per 5 lakh pop
1 per 5 lakh pop
1 per ULB 1 per ULB 1 per ULB 1 per ULB 1 per ULB
4. Job Profile 5. Method of Recruitment
■ Overall database management / MIS applications
■ Provide overall knowledge management support
■ Digitization support ■ Generate reports needed for speedier
decision making ■ Coordinate with other departments/ GIS
function on data requirements/ support ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms (to next higher position) Qualifications Experience & Age Basic Preferred
MCA / PGDCA in IT / MSc Computer science Proficiency Certificate as prescribed
Exp. – Two years Min: 24 yrs. Max: 35 yrs.
■ To the post of E-Governance Officer ■ Should clear prescribed Proficiency Level Test ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 – 1 year before promotion to E-Governance officer – ■ . 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
119
Municipal E-Governance Service
1. Post: E-Governance Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per ULB 1 per ULB 1 per ULB 1 per ULB 1 per ULB NIL NIL NIL 4. Job Profile 5. Method of Recruitment
■ Plan and ensure implementation of E-Governance strategy
■ Provide technical guidance to the E-Governance function
■ Ensure coordination with other department / state / central level
■ Plan and procure E-Governance services / infra as needed
■ Plan technical infrastructure as needed. ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
25% 75%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
MCA / PGDCA in IT / MSc Computer science Post Graduate in any discipline with specialization in GIS Proficiency Certificate as prescribed
NA NA ■ To the post of Dy. Commissioner (change of Service needed) ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating (ACR) of at least “exceeds expectations‘’
for at least 4 yrs.
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
As applicable depending on the post being promoted to 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
120
Municipal Sanitation Service
Municipal Sanitation Service
1. Post: Sanitary Inspector 2. Group: C 3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop
1 per 30,000 pop; Min 1
Min 1
4. Job Profile 5. Method of Recruitment
■ Supervise the public health workers ■ Ensure cleanliness within the
jurisdiction ■ Attendance verification of the PH
workers ■ Verification of records / contractors bills ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms 7. Promotion Norms (to next higher position) Qualifications Experienc
e & Age Basic Preferred
Graduate in any discipline Proficiency Certificate as prescribed
Exp. – NIL Min: 21 yrs. Max: 35 yrs.
■ To the post of Sanitary Supervisor ■ Should clear prescribed Proficiency Level Test ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Performance rating of at least “meets expectations‘’ for at least
5 yrs.
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
121
Municipal Sanitation Service
1. Post: Sanitary Supervisor 2. Group: C
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
1 per 1 lakh pop
Min 1 NIL
4. Job Profile 5. Method of Recruitment
■ Guide and monitor junior staff ■ Field verification as needed ■ Implementation of sanitation schemes ■ Assist Engineers by providing inputs
into the SWM designs ■ Report on encroachments ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
25% 75%
6. Recruitment Norms
7. Promotion Norms Qualifications Experience & Age Basic Preferred
Graduate in any
discipline
Proficiency Certificate as prescribed
■ To the post of Sanitary Officer ■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC1
8. Transfer norms
■ Minimum 5 years in Regional / Divisional level once during the career
■ Minimum term in a single station continuously for 5 years and maximum of 8 years.
9. Training Plan
Induction / Foundation Mid-Career Training
6 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 3 weeks: Field/ on job Training ■ 1 week: Consolidation of training and
evaluation
■ MC 1 –before promotion to Sanitary Officer 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
122
Municipal Sanitation Service
1. Post: Sanitary Officer 2. Group: B
3. Staffing norm
50 L - 1 Cr 20 – 50 10-20L 5-10L 3-5 L 1-3 L 25 - 1L <25K
1 per 5 lakh 1 per 5 lakh 1 per 5 lakh 1 per 5 lakh 1 per 5 Lakh; Min 1
Min 1 NIL NIL
4. Job Profile 5. Method of Recruitment
■ Guide and monitor junior staff ■ Approval of required no due certificates ■ Plan and implement new sanitation
schemes ■ Ensure cleanliness ■ Documentation and record
maintenance
Direct Recruitment Promotion Deputation
100%
6. Recruitment Norms
7. Promotion Norms( to be next higher position) Qualifications Experience & Age Basic Preferred
NA
NA NA ■ To the post of Assistant Commissioner (change of cadre needed)
■ Should possess Proficiency Certificate as prescribed ■ Continuously in service for a period of not less than 5 years ■ No disciplinary action ■ Promotion confirmation subject to satisfactory completion of 1
year probation ■ Performance rating of at least “exceeds expectations‘’ for at
least 4 yrs. ■ Should have attended MC2
8. Transfer norms
■ Minimum 5 years at State level [C/DMA etc.] unit once during the career
■ Minimum term in a single station continuously for 3 years and maximum of 5 years.
9. Training Plan
Induction / Foundation Mid-Career Training
12 weeks ■ 2 weeks: Basic Municipal Management
Training ■ 8 weeks: Field /on job Training ■ 2 weeks: Consolidation of training and
evaluation
As applicable depending on the post being promoted to 3 weeks ■ Week 1: Advanced municipal management ■ Week 2: Best Practices in Municipal Services ■ Week 3: exposure visit to best practice sites
123
Annexure II: Core Action Steps and indicative timelines in creation of municipal cadres
Phase I: Cadre Creation process [24 months] Indicative timelines [in months] S. No. CORE ACTION STEPS 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 17-18 19-20 21-22 22-24
1. In-principle go-ahead for establishing Municipal
Cadres and customization process
2. Establish buy-in from all key stakeholders
through wider consultations
3. Amend the Municipal Act suitably to provide for
creation of Municipal Cadre
4. Prepare draft Staffing proposal with staffing
norms, staffing numbers, groups and posts
5. Procure Cabinet approval for creating posts and
financial budgets related to Municipal Cadres
6. Preparation of Revised Service Rules for
Recruitment, Training, Promotion & Transfers
7. Set up organizational mechanism for cadre
recruitment, training and administration
Phase II: Recruitment and Induction [12 months] 1 2 3 4 5 6 7 8 9 10 11 12
8. Sending recruitment notice to the recruitment
boards / agencies / respective ULBs
9. Recruitment process completed by respective
authorities
10. Induction training initiated and completed
11. Posting of new employees upon successful
completion of induction training
124
Annexure III: Model ULB structures
For cities with 50 Lakh and above population
Municipal. Commissioner
Additional Commissioner
Administration / Establishment
Addl. Comm.
Dy. Commissioner
Asst. Commissioner
Sr. Assistant
Assistant
Junior Assistant
Zonal Office
Dy. Comm (1 per zone)
Asst. Comm. (1 per zone)
Revenue Officer
Addt. Comm.
Dy. Comm
Asst. Revenue Officer
Revenue Inspector
Tax Assistant
Accounts Dept
Addt. Comm.
Chief Finance Officer
Finance Officer
Accounts Officer
Accountant
UPA Dept.
Dy. Commissioner
Chief Social Development
Officer
Social Development
Officer
Asst. SDO
Community Organizer
Fire Dept.
Dy. Commissioner
Fire Officer
Leading Fireman
Fireman
IT
Addt. Comm.
Dy. Commissioner
Assistant Commissioner
E-Gov. Officer
MIS Associate
GIS Associate
Engineering Dept
Engineer in Chief
Chief Engineer
Superintending Engineer
Executive Engineer
Assistant Engineer
Sub Engineer
Sanitary Officer
Sanitary Supervisor
Sanitary Inspector
Town & Planning Dept
Chief Town Planner
Town Planner
Dy. Town Planner
Asst. Town Planner
Town Planning Inspector (Bldg.)
125
For cities with 20 Lakh and above population
Municipal. Commissioner
Additional Commissioner
Administration / Establishment
Addt. Comm.
Dy. Commissioner
Asst. Commissioner
Sr. Assistant
Assistant
Junior Assistant
Zonal Office
Asst. Comm.
Revenue Dept.
Dy. Comm.
Revenue Officer
Asst. Revenue Officer
Revenue
Inspector
Tax Assistant
Accounts Dept
Dy. Comm.
Chief Finance Officer
Finance Officer
Accounts Officer
Accountant
UPA Dept.
Chief Social Development
Officer
Social Development
Officer
Asst. SDO
Community
Organizer
Fire Dept.
Fire Officer
Leading Fireman
Fireman
IT
Dy. Commissioner
Assistant Commissioner
E-Gov. Officer
MIS Associate
GIS Associate
Engineering Dept
Chief Engineer
Superintending Engineer
Executive Engineer
Assistant Engineer
Sub Engineer
Sanitary Officer
Sanitary Supervisor
Sanitary Inspector
Town & Planning Dept
Chief Town Planner
Town Planner
Dy. Town Planner
Asst. Town Planner
Town Planning
Inspector (Bldg.)
126
For cities with 10 Lakh and above population
Municipal. Commissioner
Additional Commissioner
Administration / Establishment
Dy. Commissioner
Asst. Commissioner
Sr. Assistant
Assistant
Junior Assistant
Revenue Dept.
Revenue Officer
Asst. Revenue Officer
Revenue Inspector
Tax Assistant
Accounts Dept
Chief Finance Officer
Finance Officer
Accounts Officer
Accountant
UPA Dept.
Chief Social Development
Officer
Social Development
Officer
Asst. SDO
Community Organizer
Fire Dept.
Leading Fireman
Fireman
IT
Dy. Commissioner
Assistant Commissioner
E-Gov. Officer
MIS Associate
GIS Associate
Engineering Dept
Chief Engineer
Superintending Engineer
Executive Engineer
Assistant Engineer
Sub Engineer
Sanitary Officer
Sanitary Supervisor
Sanitary Inspector
Town & Planning Dept
Town Planner
Dy. Town Planner
Asst. Town Planner
Town Planning Inspector (Bldg.)
127
For cities with 5 Lakh and above population
Municipal. Commissioner
Additional Commissioner
Administration / Establishment
Dy. Commissioner
Asst. Commissioner
Sr. Assistant
Assistant
Junior Assistant
Revenue Dept.
Revenue Officer
Asst. Revenue Officer
Revenue Inspector
Tax Assistant
Accounts Dept
Finance Officer
Accounts Officer
Accountant
UPA Dept.
Social Development
Officer
Asst. SDO
Community Organizer
Fire Dept.
Assistant Commissioner
Leading Fireman
Fireman
IT
Assistant Commissioner
E-Gov. Officer
MIS Associate
GIS Associate
Engineering Dept
Superintending Engineer
Executive Engineer
Assistant Engineer
Sub Engineer
Sanitary Officer
Sanitary Supervisor
Sanitary Inspector
Town & Planning Dept
Dy. Town Planner
Asst. Town Planner
Town Planning Inspector (Bldg.)
128
For cities with 3 Lakh and above population
Municipal. Commissioner
Additional Commissioner
Administration / Establishment
Dy. Commissioner
Asst. Commissioner
Sr. Assistant
Assistant
Junior Assistant
Revenue Dept.
Revenue Officer
Asst. Revenue Officer
Revenue Inspector
Tax Assistant
Accounts Dept
Finance Officer
Accounts Officer
Accountant
UPA Dept.
Social Development
Officer
Asst. SDO
Community Organizer
Fire Dept.
Leading Fireman
Fireman
IT
Assistant Commissioner
E-Gov. Officer
MIS Associate
GIS Associate
Engineering Dept
Superintending Engineer
Executive Engineer
Assistant Engineer
Sub Engineer
Sanitary Officer
Sanitary Supervisor
Sanitary Inspector
Town & Planning Dept
Asst. Town Planner
Town Planning Inspector (Bldg.)
129
For cities with 1 Lakh and above population
Municipal. Commissioner
Assistant Commissioner
Administration / Establishment
Sr. Assistant
Assistant
Junior Assistant
Revenue Dept.
Revenue Officer
Asst. Revenue Officer
Revenue Inspector
Tax Assistant
Accounts Dept
Accounts Officer
Accountant
UPA Dept.
Social Development
Officer
Asst. SDO
Community Organizer
Fire Dept.
Leading Fireman
Fireman
Planning & IT
Assistant Commissioner
MIS Associate
Engineering Dept
Executive Engineer
Assistant Engineer
Sub Engineer
Sanitary Supervisor
Sanitary Inspector
Town & Planning Dept
Asst. Town Planner
Town Planning Inspector (Bldg.)
130
For cities with 50K and above population
Municipal. Commissioner
Assistant Commissioner
Establishment / Administration
Assistant
Junior Assistant
Revenue Dept.
Asst. Revenue Officer
Revenue Inspector
Tax Assistant
Accounts Dept
Accounts Officer
Accountant
UPA Dept.
Asst. SDO
Community Organizer
Fire Dept.
Leading Fireman
Fireman
Planning & IT
MIS Associate
Engineering Dept
Assistant Engineer
Sub Engineer
Sanitary Supervisor
Sanitary Inspector
Town Planning Dept
Asst. Town Planner
Town Planning Inspector (Bldg.)
131
For cities with 10K and above population
Municipal. Commissioner
Assistant Commissioner
Establishment / Administration
Junior Assistant
Revenue Dept.
Revenue Inspector
Tax Assistant
Accounts Dept
Accounts Officer
Accountant
UPA Dept.
Community Organizer
Fire Dept.
Leading Fireman
Fireman
Planning & IT
Assistant Commissioner
MIS Associate
Engineering Dept
Sub Engineer
Sanitary Inspector
Town Planning Dept
Town Planning Inspector (Bldg.)
132
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