Transcript CAREER MANAGEMENT OF IRAS

by
K.B.Nanda
Executive Director Accounts


Indian Railway Accounts Service is of
more than 80 years vintage
Is the oldest service other than the
IA&AS through which it branched off
OBJECTIVES




To throw up burning issues affecting the
fraternity
To provide a listening post for issues
agitating the minds of officers
To invite ideas & suggestions for improving
career prospects
To draw a road map for the future
IRAS comprises the biggest Accounts service after IA&AS:
Service
No of Officers
IA&AS
616
IRAS
570
IDAS
514
ICAS
176
IPA&FS
163
Accounts among Railway Services
Organized service strength as on 01-01-2008
Service
Member AM/GM
(Rs.
(Rs
26000) 2405026000)
HAG (Rs
2240024500)
SAG
SG/
JAG
SS
JS
TOTAL
IRSE
01
02
36
217
759
813
295
2123
IRSME
01
02
32
151
456
338
337
1317
IRTS
01
04
25
130
375
322
264
1121
IRSSE
00
02
13
111
370
413
194
1103
IRAS
01
02
22
97
258
391
118
889
IRSS
00
01
09
77
252
253
108
700
General
02
28
12
162
152
100
30
486
IRPS
00
00
02
42
146
161
111
462
IRSEE
01
01
22
116
389
309
220
1058
Total
07
42
173
1103
3157
3100
1677
9259
% of
IRAS
9.60
IDEAL CAREER CHART OF AN
IRAS OFFICER
Sr. No.
Scale
Desirable Posting
1.
Jr.Scale
3 to 6 months in Hqs. Remaining in Division.
2.
Sr.Scale
Division/Traffic Accounts/Stores Accounts
3.
JAG/SG
4.
5.
Division (2 years min. & 3 years max. in one
office); Traffic accounts; Construction; Hqs
Finance; DGM/G, Secy., Vig/CSS/Dep.s/Trg.
SAG
2 years in each: F&B, General, Traffic, S&W
and Construction
An officer should work in at least three zonal railways in
his/her career
NORMS FOR POSTINGS
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
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IRAS officers with working spouse should be
accommodated at the same station as far as possible
Inter-station transfers should be minimum in SG/SAG
due to children’s education
Compassionate postings should be allowed twice in a
career for 3 years each
On promotion, junior-most officer will move out in
case no vacancy exists in the same station
VALUE ADDITION- PROPOSED
1.
2.
3.
Each IRAS officer to receive
professional/management/specialised training for
at least 2 weeks every 2 years
Every officer should be exposed to training in
railway working abroad at least once in his /her
career preferably within the first 15 years of
service
Officers must acquire a degree in ICWAI/ICAI or
MBA/Fin or in Public Policy conducted by reputed
institutions like NIFM, IIMs, IIPA,MDI etc. before
attaining SG
VALUE ADDITIONS
1.
Training schedule for IRAS probationers
being revised (Details in the next slide)
2. Foreign training has been made a
composite part of AMP being conducted by
Railway Staff College
Revised training schedule of IRAS probationers
S.
No
Topic/ Subject
Present
duration
Proposed
Duration
Remarks
Institutional Training at Railway Staff College/Vadodara
1
AFRES/PRIME at RSC
2
3
01
02
Increase
Phase-III Workshop Stores, Projects Accounts Code VolI/II, Establishment matters, Pass Rules, D&AR
00
03
Increase
Phase-IV Books & Budget, Accountal, Compilation, Reports
Cash & Pay office, Budget, RBI matters
00
03
Increase
Divisional Accounts/EDP Centre
02
03
Increase
NADT Nagpur (Tax Matters)
00
01
Increase
NAAA/Shimla (Statutory Audit)
00
02
Increase
Institute of Public & Private Participation Washington
00
02
Increase
Indian Institute of Management/Bangalore
00
02
Increase
IRICEN/ IRISET etc
02
00
Decrease
Headquarters Accounts
03
02
Decease
NIFM
44
Weeks
26
Weeks
Decrease
Total
104
weeks
104
Weeks
Field Training and visits
FOREIGN TRAINING
YEAR
No of IRAS
officers
deputed for
training
abroad
YEAR
No of IRAS
officers deputed
for training
abroad
1992
03
2001
02
1993
05
2002
02
1994
07
2003
03
1995
12
2004
06
1996
03
2005
02
1997
07
2006
13
1998
06
2007
49
1999
12
2008
26
2000
03
PROMOTIONS SCENARIOIDEAL Vs ACTUAL
SR.
SCALE
JAG
SG
SAG
HAG
AM
SECY
Ideal
(Years)
4
(3
adhoc)
8
(6
adhoc)
13
17
27
-
-
Actual
(Years)
Done
locally
by
Railwa
ys
1998
Exam
1994
Exam
1987
Exam
1976
Exam
1972
Exam
1970
Exam
Delay
(Years)
No
Delay
No
delay
-
-
No
3 years 4 years
delay
behind behind
(1995
(1991
(1980
due in
batch
batch
Jan’09)
due)
due)
TIME-BOUND PROMOTIONS: HOW
TO IMPLEMENT?
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

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In order to clear the backlog in SAG/HAG promotions,deputations to
be encouraged to PSUs/General Branches in SAG
All posts of FA&CAOs (co-ordinating) on the Zonal Railways to be in HAG
More posts in General branch to be attempted for cadre balancing
Deputation to NTPC/SEBs to be pursued
Exchange programme with the IA&AS and IP F&AS to be pursued
Cadre-management to be handled entirely by IRAS without interference
from non stake holders
Posting as Joint Secy. Cum FA in other Ministries to be pursued with
FM
DEPUTATIONS:
INDIA/FOREIGN
JS
SS
JAG
SG
SAG
HAG
SECY
CSS
-
-
-
14
3
-
-
Rly.
PSUs &
Others
0
2
6
11
34
2
1
Foreign
-
-
-
2
1
-
-
Total
0
2
6
27
38
2
1
IRAS OFFICERS IN GENERAL
BRANCHES
S.No
1
2
3
4
5
6
7
8
9
10
Post
General Manager
AGM
DRM
ADRM
SDGM
CPO
CPRO
Secretary to GM
DGM/G
DGM/Law
No.
2
5
2
1
3
1
C-TARA
(Centralised Training Academy for
Railway Accounts)

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The training institute at Secunderabad has been in
existence since the last 3 years
The Institute is at present being utilised only for holding
weekly courses for Group B & C personnel
The institute needs to be equipped with manpower and
proper training programmes so as to enable it to train
IRAS officers
The institute needs to be developed as a centre of
excellence in Finance Management on the lines of similar
institutions set up by sister departments
CONCLUSION

The IRAS may be an 80 year old service
but it is not aged

There are many areas where work needs
to be done

There is no room for despondency

All of us need to work together to take the
service to greater heights

IRAS promises a bright future