Administrative reforms in India: An Overview

Tariq Mehraj*
Dr. Anjum Ara Shamim**

Abstract

This section of the paper presents the administrative reforms in India in phased manner
beginning from British rule. The focus of British era was initially to establishment of
administrative institutions for their dominance to the Indian society. The institutional orders
delivered to the Indian preference were given to East Indian Company for their flourish and
the upper hand in the federal government After Indian got Independence in 1947, several
Committee and Commission were setup and service were taken from renowned personalities
who examined cases and put suggestion/recommendation for making Acts/Laws for guidance
of administrative institution to implement procedures, rules and regulations for deliver
prompt service to the society for their well being.
Key Words: Administrative Reforms, Transitional Phase, Reformist Phase, Mainstream
Phase, First Administrative Reform Commission, Second Administrative Reform
Commission.

Introduction

The terms “Administrative Reforms”, Administrative Change” and “Administrative

Reorganization” are used synonymously, although by strict definition, reform would stand for
eradication of abuses in the existing system, change would mean modifications to suit
ideological or socio-economic environment, and reorganisation would be reconstructing the
existing system to suit current needs and new demands. In India, Administrative Reforms
signify all these three aspects remodelling to suit political change since Independence, change
in character and behaviour to cope with the new socio-economic environment and programs
for the removal of evils that have crept into the system all behave urgent since independence
(Bhagel, Yogendra:2005,240-41). Administrative reform is therefore a risk, a gamble, in which the
odds are heavily against success because once institutionalized, administrative arrangements
tend to stick and old habits die hard. It can take a generation for administrative behaviour and
values to change appreciably (Caiden:1999.240-41).
Evolution of Indian Administrative Reforms:

Indian Administration system has passed from one stage to the other. If we look back the
history of administrative system, it has evolution or growth. During Kautilya’s Arthashastra
deals at length with system of public administration as that was in those days
(Ashwai:2005,463). While as Ain-i-Akbari gives a fairly good deals or information about
public administration of India. Upto 1773 East India Company had no time to attend public
administration work in the country. It was in 1773, when it got the Diwani of Bengal that
attention was paid in this regard. It tried to set-up a system by which the corruption among
Company’s servant could be checked. It was with the passing of this act that Supreme

Research Scholar, Department of Political Science, University of Kashmir, Jammu and Kashmir, India
**

** Associate Professor, Political Sciences, University of Kashmir, Jammu and Kashmir, India
government and provincial governments was set-up and a Code of Conduct for the
Company’s servants was introduced (Travers:2004.517-25)

Administrative Reforms during British Era:

Administration under East India Company on the whole was corrupt. In 1800, a college at
Ford William was set up for training civil servants, but Indians were never given a share in
running their own administration. In 1858, Company’s rule came to an end. In theory ability
was made the criteria for making all appointments. Indians were still not trusted and the
people felt that administration was being imposed on them. The act of 1858 provided for a
Secretary of State and his Council. The Secretary of State was responsible to British
Parliament (Mahendra:2012,2). In India, Governor General was held responsible for smooth
running of administration. But still administration had no contact with the people. By the act
of 1861, Legislative wing was given some control over the Executive wing. Strength of
Governor General and Governors was increased. Under the Act of 1892, an attempt was
made to associate Indians in running their own administration. But the Act of 1892 satisfied
none. Reforms introduced by the act of 1919. Dyarchy was introduced in the provinces. The
Secretary of State continued to enjoy power of superintendence and control. More
knowledgeable persons about Indians affairs were introduced in councils. The Central
legislature was to be a bicameral (Sekhar:2009.113). During the year 1919 to 1935, many
changes had come in the country. Congress now became organization of masses Leadership
went in the hands of Mahatma Gandhi. Simon Commission recommended that Indians should
be given more share in running their own administration but its recommendations to share
power with the Indian representative was not welcomed by Indians. In 1935, British
Government decided to introduce administrative and political reforms in the country. By the
Act of 1935, diarchy was introduced in centre. (Shiva:1968.709-10). India was to be
federation of provinces and princely states. Governor General continued to be the head of
administration. In the country, there was to be a federal judiciary. Provincial autonomy was
introduced the attitude of British Government. In 1942, Cripps Mission came to India but it
failed. In 1947, country was partitioned and got independence and a constituent assembly
formed. In 1950, New Constitution was inaugurated on 26 th January. Before 1947,
administration in India played a negative role. Our administrators then did not care for our
masses. They did not either try to remove our social evils or poverty. The concept of
democracy was not accepted to them. (Bipan:535-37) After 1947, the whole concept was
changed. The Administrator in India are required to take positive rather than negative
attitude. The new problems of our administrator are that he should actively participate in
nation building process. He is required to take the Nation socially, economically and
politically forward. He is to accept the people as his master.

Post Independence Reforms (Evolutionary Phase 1947-69)

In July 1947 a Secretariat Reorganisation Committee, which functioned like an officer’s

shortage committee, was appointed. The government setup, in 1948, the Economy Committee
under the chairmanship of Kasturbhai Lalbhai, a prominent industrialist to review the
increase in the civil expenditure of the Central Government since 1938-39 and to make
recommendation for the promotion of true economy in the administration by the elimination
of unnecessary wasteful or extravagant expenditure. It was followed by the Government of
India Reorganisation of Machinery of Government Report in 1948 by N. Gopalaswamy
Ayyangar. His major recommendation for organisational and procedural changes in the
prevalent set-up of the machinery of government since there was insufficient co-ordination in
the framing of policies and plans and inadequate speed and efficiency in their execution
(Ayyanger:1949). In 1951 A. D Gorwala’s report on Public Administration commented on the
adequacy of administrative machinery and methods to meet the requirement of planned
development. Paul H. Appleby submitted two reports (Public Administration in India: Report
of Survey 1953 and Reorganisation of Indian Administrative system with Special Reference
to Administration of Governments Industrial and Commercial Enterprises, 1956) dealing with
Administrative reorganizational practices indicating where they went wrong and what needed
to be done in fine-tuning this administrative set up on the basis of certain rational principles
of management. Appleby in his report made signification suggestions for streamlining
machinery of the Government, work procedures, recruitment, training etc. During this period
Estimates Committee of the first Lok Sabha on (Reorganisation of the Secretariat and
Department of Government of India – 1950-51) and (Administrative Functional and other
Reforms 1953-54) showed special interest in Administrative Reforms of Central
Government.( Gorwala:1951). In 1954 Ashok Chanda submitted his report entitled, ‘Notes on
Changes Necessary in the System of Budgetary and Financial Control and in other Methods’
to a eliminate delays in execution of projects. Chanda recommended greater measure of
delegation, creation of all India services, adoption of office oriented system of functioning,
constitution of a common service divided vertically into departments to provide for the
specialised training in the different spheres of governmental activity” (Hoshiar:1994.71). In
1962 the government set up a Committee under the Chairmanship of K. Santhanam, known
as the Committee on Prevention of Corruption, to examine the problem of corruption in
government. The Committee submitted its report in 1964. In 1963 while conducting the mid
term appraisal of the Third Plan. It was found that pace of economic growth was slow,
therefore, central and state governments were directed to enhance the administrative
efficiency for speedy implementation of development programmes. The review resulted in
setting up a new department of administrative reforms in the Home Ministry in March 1964
and O & M division was transferred for Cabinet Secretariat to this department. In 1965,
Bureau of Public Enterprises was set up for better management of public enterprises.
(Appleby, 1953) The Planning Commission has also been recommending charges in the public
administration of the country. Each five year plan contains a chapter in the public
administration of the country. Each five year plan contains a chapter on public
administration. Planning Commission determines the nature of the administrative machinery
to secure the successful implementation of the plan. The Estimates Committees of parliament
also covers with its ambit the reform of the machinery of government and its personnel. Some
of the reports are devoted entirely to questions of administrative reforms. Mention in this
connection must be made of its second report on Reorganisation of the Secretariat and
Departments of the Government of India (1950-51) and Ninth Report on Administrative,
Financial and other Reforms (1953-54) and Ninety third Report on Public Services (1965-66)
(Hoshiar et all.,:72).

The First Administrative Reforms Commission (ARC)

During the first decade after Independence, it was found that the inherited administration of
the country with its law and order and regulatory orientation, was not capable of tackling the
array of complicated legacies of partition as well as the new charter of responsibilities of
social and political development that were entrusted upon the country with the adoption of
the ideology of welfare state. Several studies and regard to the administrative structures and
procedures during the first fifteen years after independence. But they were not comprehensive
enough to suggest systematic reforms to bring about efficiency and higher standards in
administration. The administration remained ineffective and inadequate to translate the
national vision into programmatic missions. As a consequence, the idea of setting up of a
commission to make comprehensive study of the administration gained ground ( Nagarkatti :
1967).

a) the machinery of the Government of India and its procedures of work

b) The machinery for planning at all levels
c) Centre state relationships
d) Financial administration
e) Personnel administration
f) Economic administration
g) Administration at the state level
h) District administration and
i) Problems of redress of citizens grievances (Hanumanthaiya:1969)

Thus, the Commission was asked on such a vast array of subjects to examine and report. It is
an example of all embracing attempt at reform. The Commission submitted 20 reports
encompassing more than 500 recommendations.( Dwivedi:1990.183-87). Based on its
recommendations, many reforms were introduced. These include, redefining the role of
Department of Administrative Reforms, new system of secretariat working, adoption of
performance budgeting by development ministers, delegations of financial and administrative
powers. A separate Department of Personnel wad created at the Centre. During eighties,
greater emphasis was placed on creation of new work culture with focus on performance and
result orientation. This included decentralisation of decision-making process, simplification
of rules and procedures, and setting up of machinery for redressal of public grievances.
(Prahlad: 1992.49-51)

The Transitional Phase (1985-90)

In March 1985 a full-fledged Ministry of Personnel, Public Grievances and Pensions was set
up, with three Departments, namely, Department of Personnel and Training, Department of
Administrative Reforms and Public Grievances and Department of Pension and Pensioners
Welfare. The Ministry was placed directly under the prime minister assisted by a Minister of
State. In the same year a new Ministry of Programme Implementation was created under the
charge of Prime Minister. The ministry mainly coordinated all poverty alleviation
programmes and made administration more responsive (Mahmood:2013,209). The Jha
Commission (EARC 1983-84) in its report on accountability stressed the need of
accountability and led emphasis on performance, and results rather than rules and procedures
(Prahlad et al:1992). The Fazal Committee (1980-82) on Public Enterprises also felt the need
of accountability in Public Sector. Both the Jha Commission and Fazal Committee suggested
the changes in Organisations relating to clear cut definition of their goals and objectives,
delegation of powers, system of performance appraisal, with a system of reward and
punishment, etc. As a follow up action on the recommendations of these two committees the
MPI and DPAR took concrete steps to institutionalise accountability in the government by
introducing Annual Action Plan (AAP). The AAP would mention the key activities/functions
and the responsibility centers at the level of joint Secretary by name. According to this a task
plan along with time frame for each task has to be prepared and allocated to the individual
officers and units to fix specific responsibility (Hoshiar et al:76)
The Reformist Phase (1991-95)
The process of liberalisation/privatisation has paved the way for removal of controls and de-
licensing in industrial policy. The New Industrial Policy of 1991, triggered off reforms
considered as ‘first generation’ reforms concerning the external sector, as there has then been
the balance of payment crisis. The second generation reforms that followed suit concerned
the domestic economic reforms encompassing, rural sector, public sector, education, health,
physical infrastructure and administration. The constitutional amendments – 73rd and 74th –
brought about major structural changes by making ‘local government’ a third level of
government and empowering the women and the marginalised sections of society through
seat reservation provisions.( Mishra:2014).

The Mainstream Phase (1996)

The Conference of Chief Secretaries held in 1996, culminated in an Action Plan for Effective
and Responsive Government, which was discussed and adopted at the Conference of Chief
Ministers of States in May 1997. The themes dealt within the plan included, accountable and
citizen-friendly government, transparency and right to information and improving the
performance and integrity of the public services. The reforms introduced in the light of this
include, formulation of citizens’ charters, strengthening of grievance redressal machinery,
decentralisation and devolution of powers etc. The legislation on freedom to information,
Lokpal, e-governance measures, statutory status to central vigilance commission,
disinvestment, foreign direct investment, setting up of regulatory authorities, etc., followed
these initiatives.
Second Administrative Reforms Commission (ARC-II)
The Government of India set up the Second Administrative Reforms Commission (ARC-II)
on August 31, 2005 under the chairmanship of Shri Veerappa Moily to prepare a detailed
blueprint for revamping the Public Administration System. The commission was asked to
suggest measures to achieve a "proactive, responsive, accountable, sustainable and efficient
administration for the country at all levels of the government (ARC-II:2005.2). Further,
unlike the first ARC, the commission of inquiry was asked to look into about. The
commission consists of the following (i) Ramachandran - Chairperson, (ii) Dr. A.P.
Mukherjee - Member, (iii) Dr. A.H. Kalra - Member, (iv) Dr. Jayaprakash Narayan -
Member, (v) Veenita Rai - Member Secretary. Veerappa Moily resigned with effect from 1st
April, 2009. V. Ramachandran was appointed Chairman. Dr. Jayaprakash Narayan resigned
with effect from 1st September 2007. The Commission was to exclude from its purview the
detailed examination of administration of defence, railways, external affairs, security and
intelligence, as also subjects such as countries, state relations, and judicial reforms etc. which
were already being examined by other bodies. The commission was however, be free to take
the problems of this sector into account in recommending re-organization of the machinery of
the government or any of its service agencies (ARC-II:at al:1) The Second Administrative
Reforms Commission (ARC), government of India (GOI), completed its work by 31st May
2009 and presented the 15 Reports the first item was on the organizational structure of the
Government of India.” Instead the Commission submitted the first report on the following:
Right to Information as it is a Master Key to Good Governance. The Right to Information law
of 2005 signals a radical shift in our governance culture and permanently impacts all agencies
of state. The effective implementation of this law depends on three fundamental shifts from
the prevailing culture of secrecy to a new culture of openness from personalized despotism to
authority coupled with accountability and from unilateral decision making to participative
governance. Obviously one single law cannot change everything. But this fine legislation is
an important beginning. Its effective application depends largely on the institutions created,
early traditions and practices, attendant changes in laws and procedures, and adequate
participation of people and the public servants. The Commission, therefore, focused on two
broad categories of issues. The first relates to changes in other laws and practices involving
state secrets, civil service conduct rules and classification of documents. The Commission
firmly believes that the Official Secrets Act, 1923 in the current form is antiquated and
unsuitable to emerging needs. The second set of issues relates to implementation of the RTI
Act itself, in particular process engineering, record keeping, disclosures, access and
monitoring. In respect of the second category of issues, the Commission’s recommendations
are largely within the framework of the present law (ARC-II:2006.1).

The second report on Unlocking Human Capital: Entitlements and Governance – A Case
Study. This report examined one important legislation i.e., the National Employment
Guarantee Act, which was also passed in 2005. The report considered the act that cares for
the most vulnerable population by guaranteeing 100 days of wage employment. The Act, if
successfully implemented it would make powerful the rural economy by providing legally
guaranteed work for 100 days whoever wants to work. After going through the provisions of
the act, the report made many recommendations for the successful implementation of the Act
which leads to balanced and sustainable development of the rural regions (ARC-II at al.6)

The third report on Crisis Management from despair to hope. The government should be
ready whenever any crisis appeared and quick response can save lives, protect property and
lessen disruptions caused by crises. This calls for a total and effective response, which must
include the coordinated response of the entire governmental system as also civil society. The
response should not only incorporate traditional coping mechanisms, which have evolved
over the centuries but also involve meticulous planning and coordination. Cumulative
experience with crisis management over the years points to an urgent need for putting in
place a holistic and effective response mechanism which is professional, result-oriented,
innovative and people-centric. A framework should be in readiness to be put in place
immediately during crisis or on fulfilment of some pre-arranged scenarios – the ‘trigger
mechanism’ needs to be well defined to ensure that the ‘framework’ is put in active operation
instantaneously (ARC-II at al.4)

The fourth report on Ethics in Governance. The Commission believes that this report on
Ethics in Governance is among the most important that this Commission has been called
upon to write, because increased honesty in governance would have a major impact on the
everyday lives of the people of India. When the recommendations in this report are
implemented, greater efficiency in government work and accountability would be achieved,
because more public servants would work not with a private agenda but for the larger public
good. Equally importantly, a more corruption free regime would lead to a much higher rate of
growth of our GDP, which bring an overall improvement in the economy and lead to greater
transparency in government actions in serving its people (ARC-II at al.1-3)

The fifth report on Public Order was submitted in June, 2007. The commission has tried to
move beyond the straitjacket of the existing structures and systems of those wings of
government which are directly involved in the maintenance of public order. The
recommendations, in their implementation, would require restructuring of the police in India
and the involvement of not merely the Union and the States, but also of the third tier of
governance, the local bodies. At the centre of our proposals is the citizen, particularly the
vulnerable sections of our society. The commission notes that some of the changes proposed
may take time to implement but every long journey begins with a small step. There is need
for an enlightened political will to accept and bring about these changes, which we believe
are fundamental and essential for the maintenance of public order and a harmonious society
(ARC-II:2001.1)

The sixth report on Local Governance as Inspiring Journey into the Future. The
Commission’s recommendations are based on this clear and unambiguous logic of
democracy, legitimacy and efficacy. Three basic issues need to be addressed while
empowering local governments. First, democratic institutions need careful nurturing,
abundant patience, and institutional designs that maximise the benefits and ensure constant
self-correction. Second, transfer of power in any form is painful and difficult. As state
governments have come into their own over the decades, there is a natural tendency to hold
on to their turf, and resist empowerment of local governments. Giving up power is never
easy, and is usually resisted. The states should therefore be enabled to discover a new and
vital role, even as local governments become stronger and more vibrant. In some ways, the
Union government discovered such a role in respect of the states over the past two decades.
Political, economic and legal changes completed transformed the union’s role vis-à-vis states,
and yet while union control has declined, its leadership and coordination role are more
important than ever before. Such a transformation in the role of states vis-à-vis local
governments is critical. Third, local government empowerment must ensure continuity and
accountability. There cannot be a wholesale extinction of existing institutions and negation of
current practices overnight. A careful transition and utilisation of the strengths of the present
arrangements are important. Equally, decentralised power should lead to greater efficacy and
accountability, not merely decentralised corruption and harassment. The Commission has
attempted to balance all these considerations while making its recommendations (ARC-
II:2007.1).

In seventh report on Capacity Building in Conflict Resolution. The Commission tried to

examine the background and emerging facets of the many conflicts. Special efforts are
needed to monitor the implementation of constitutional and statutory safeguards,
development schemes and land reforms initiatives for containing discontent among sections
vulnerable to the propaganda of violent left extremism. To facilitate locally relevant
development adequate flexibility may be provided to implementing agencies in the affected
areas as regards centrally sponsored and other schemes, so as to enable them to introduce
suitable changes based on local requirements. Government should adopt a multi-pronged
administrative strategy to ensure that the Constitutional, legal and administrative provisions
made to end discrimination against the Scheduled Castes are implemented in letter and spirit.
There is need to place a positive duty on public authorities for promotion of social and
communal harmony and prevention of discrimination against the Scheduled Castes and
Scheduled Tribes (ARC-II:2008.4)

In the eighth report on Combating Terrorism, Protecting by Righteousness. The Commission

has made wide-ranging recommendations for improving the capabilities of our intelligence
and security agencies, enhancing coordination among the various security agencies, and
creating a new legal framework for the prosecution of terrorist acts as well as to cut off the
flow of funds to terrorist groups. The report also points out that in addition to sustained and
stringent action by the security agencies against terrorists and anti-national activities, civil
society can also play a major role both in preventing terrorist activities and in countering the
ideology of terrorism. Cooperation by the citizens and by the media is equally vital in the
fight against terrorism. The thrust of the report is that a multi-pronged approach
encompassing legal and administrative measures combined with good governance, inclusive
development, a vigilant media and an alert citizenry can defeat terrorism in any form. (ARC-
II:2008)

The ninth report on Social Capital. The Commission has tried to comprehensively cover all
categories of such institutions which are currently in existence in various parts of the country
(Societies, Public Trusts, Cooperatives, Self-Help Groups, Producer Companies and
Professional Self-Regulatory Bodies).The composition, functions and legislative environment
of each of these have been analysed in detail and specific suggestions have been made to
enhance their efficacy so that they play a greater role in development of India’s polity and
economy. The report also suggests direct involvement of people to increase openness and
public sensitivity in functioning of these institutions. The Commission firmly believes that if
the recommendations put forth in this report are implemented, it will bring about far reaching
changes in the working of the entire third sector (ARC-II at al.1).

The tenth report on Refurbishing of Personnel Administration – Scaling New Heights. The
Commission recognizes that the civil services in India have made vital contributions to
national development through the advice and services it has rendered. The high ethical
standards, professionalism, independence and the quality of policy advice it provides are both
acknowledged and valued but the fact remains that the civil services are still not adequately
equipped to function efficiently and competitively in a dynamic economy. These
shortcomings are apparent in the complex array of outdated, rigid and cumbersome
regulations, systemic in-flexibilities and a culture which does not adequately promote or
recognize performance. The Commission is of the view that wide ranging reforms are
necessary to transform our civil service into one which epitomizes best practices, is
committed to continuous improvements and exemplifies contemporary management
techniques (ARC-II at al.4)

The eleventh report on Promoting E-governance–The SMART way forward. The

Commission is of the view that even in any e-Governance initiative, the focus has to be on
governance reforms with the technological tools provided by ICT being utilized to bring
about fundamental changes in the governmental processes. In view of the wide range of e-
Governance initiatives that have been carried out in India with varying degrees of success as
well as the diversity of conditions in the country, the commission recognizes that e-
Governance projects have to be designed for specific contexts and environments. The
commission has analyzed the progress made as well as the lack of progress in several e-
Governance initiatives including some components of the NeGP. It has tried to glean out
from such experiences, certain general principles, cross-cutting issues and key constraints
that are likely to be relevant for e-Governance projects in the country (ARC-II:2009.1)

The twelfth report on Citizen Centre Administration "The Heart of Governance", The
Commission has emphasized on governance processes that can make administration more
citizen oriented. The strategies highlighted in the report can be conceptualized as demand
side strategies and supply side strategies. While the demand side strategies are geared to
giving citizens’ groups a greater role in governance, the supply side strategies aim to reorient
government organizations to make them more efficient, effective and participative. The
Commission has also emphasized simplification of processes along with de-centralization and
delegation to make administration more accessible to citizens. The Commission has, in
addition, suggested various measures for revamping the grievances redressal mechanisms in
government departments (ARC-II at al:2)

The thirteenth report on Organizational structure of the Governance, The Commission in this
report has examined the organizational structure and functioning of the Government of India
with a view to making it more pro-active, responsive, accountable and efficient. The
commission has therefore, attempted to redefine the role of various Ministries/Departments.
In order to meet emerging challenges of governance which necessitate a much greater degree
of collaboration and coordination among them. Besides, the commission has analysed the
procedures as well as the internal structures of different Ministries and Departments with a
view to make the Departments function in a more innovative and effective manner. The
commission recognizes that structural reforms are necessary but are not sufficient in them to
improve governance and, therefore, need to be complemented by a series of other reform
measures. The commission has dealt with such measures in its other reports. It is essential
that all these reform initiatives are implemented in a synchronized way to achieve better
governance (ARC-II at al:1-2)

The fourteenth report on Strengthening Financial Management Systems. The Commission

has examined the issue of reforms in the public financial management system as a part of the
overall governance reform. Efforts aimed at improving the efficiency, responsiveness and
accountability of Government organizations have to be complemented by reforms in financial
management system in order to deliver the desired outcome. In accordance with its terms of
reference, the commission has largely emphasized the expenditure size of public finance in
India with particular attention to proper maintenance of accounts, smooth flow of funds and
strengthening of internal and external audit mechanisms. The Commission has suggested
adoption of medium term plan/budget framework and alignment of plan, budget and
accounts, in order to bring greater synergies between the annual budgets and the five year
development plan (ARC-II at al:1)

The fifteenth report on State and District Administration. The Commission stated,
governments need to delegate more responsibilities, powers and resources to local bodies and
need to put in place or strengthen (as the case may be) structures of transparency and
accountability. District Administration is evolving in response to the establishment of the
third tier of governance by the 73rd and 74th Amendment to the Constitution. The
Commission has envisaged a dual role for the existing set-up. First, it will provide the
Secretariat for the proposed District Council, and be responsible to the Council. Secondly, in
respect of powers conferred on it by different statutes or those delegated by the State
Government, it will be responsible to the State Government. The Commission’s
recommendations focus on improving and strengthening the administrative structure,
processes and security set-up and personnel management in the region. State specific
suggestions have also been made. The Union and State Governments in this region will need
to work closely in this regard. The Commission believes that the States will make sincere
efforts to derive maximum benefits from them. They cover a wide range of issues concerning
both the Secretariat and the field formations of the State government. When implemented,
these measures would secure responsiveness in public services and add substantially to public
satisfaction. Undertaking and implementing such wide spectrum initiatives in complex
administrative systems is a challenging task (ARC-II at al:2)
Conclusion

Any reform process to be consistent and effective has to bring sound change management at
all levels and stages. There is a need to evaluate the practical implications of reforms
measures. The reform process has to take cognisance of national and local circumstances,
organisational diversities. Another key factor to be kept in view is to involve people in the
reform process, which in the long run would lessen the resistance to change. Human
dimension to the reform process shall prove effective in the long run. Though number of
committees and commissions examined and made recommendation for reform but the
problems of field administration have not been examined in detail. Not only this the reports
containing recommendations of committees and commission appointed form time to time
either not read or not considered for years. Second, the recommendations of committees and
commissions were many but their implementation is very poor, this is because our
bureaucratic culture, which frustrates implementation leading to any change. Third,
administrative reform is a low priority for political leadership. They take interest in short
term changes here and there and ot in long term administrative reform. Fourth, lack of
integrity and prevalence of speed money for any work in administration has also showed
down the process of administrative reform. Besides certain initiatives of the last twenty years
have supported administrative system. This is because India has gone through a
telecommunication revolution, our skies have been freed for information technology have
spread far and wide in every Government institutions as well as private sector and have
reformed, procedures for industrial licensing transformed, NRIs and foreign investors
facilitated shares of public sector enterprises disinvested and rate of growth of exports
multiplied manifold.

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