Report of the Committee on Restructuring DRDA. - Ministry of Rural ...

(viii) Discussions with state secretaries show that in most states DRDAs are
given specific functional roles even though <strong>the</strong>y are at variance with
<strong>the</strong> original objectives. Therefore, states are reluctant to wind up
DRDAs, even though <strong>the</strong>y welcome pr<strong>of</strong>essionalization.
(ix) The problem <strong>of</strong> staff recruited by DRDAs needs to be highlighted.
Devoid <strong>of</strong> normal promotion avenues and without any clear service
conditions, <strong>the</strong>y are a disgruntled lot. States have reported resistance
from line department staff against <strong>the</strong> integration <strong>of</strong> DRDA staff.
(x) Though Government <strong>of</strong> India had committed to supporting <strong>the</strong> staff
costs and <strong>the</strong> pattern <strong>of</strong> staffing and <strong>the</strong> scale <strong>of</strong> assistance was laid
down in 1999, no effort was made to ensure that <strong>the</strong> suggested staffing
pattern was implemented. Only a few states like Andhra Pradesh,
Tamil Nadu, West Bengal and Kerala made some attempt to make
changes. Available reports show a large number <strong>of</strong> vacancies in most
states – almost 40 per cent.
(xi) Government <strong>of</strong> India support for salary cost did not keep pace with <strong>the</strong>
increase <strong>of</strong> salaries due to enhanced DA and revision on <strong>the</strong> basis <strong>of</strong>
<strong>the</strong> Sixth Pay Commission recommendations.
3.2 The Ministry <strong>of</strong> Rural Development conducted an evaluation study <strong>of</strong>
<strong>the</strong> DRDA Administration Scheme through Development and Research Services
Private Ltd., New Delhi. The important findings <strong>of</strong> <strong>the</strong> study are summarized
below:
(i) The eight Wing structure as envisaged in <strong>the</strong> guidelines is not followed
by <strong>the</strong> States. DRDA has become an agency that coordinates scheme
implementation ra<strong>the</strong>r than being a body <strong>of</strong> knowledge on rural
development. The same situation remains even in DRDAs merged in
Zila Parishad.
(ii) Acute shortage <strong>of</strong> staff due to vacant posts is affecting <strong>the</strong> technical
support functions <strong>of</strong> DRDAs. Staff quality as envisaged in guidelines are
not followed strictly. Variation in service condition and lack <strong>of</strong> benefits
to DRDA staff, conditions in parent cadre has led to unwillingness <strong>of</strong>
<strong>the</strong> <strong>of</strong>ficers/staff to join DRDA.
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