Chandigarh: The Chandigarh administration is facing a deep structural imbalance in its bureaucratic setup, marked by an excess of officers at senior levels and a severe shortage at the middle and lower rungs. This skewed distribution is increasingly affecting governance efficiency and public service delivery in the Union Territory.
Overcrowding at the Top, Vacuum Below
At the heart of the issue lies a striking mismatch: while senior positions are overcrowded, lower and mid-level posts remain understaffed.
As per a Government of India notification dated January 3, 2025, Chandigarh has 11 sanctioned IAS posts, of which five (excluding the Chief Secretary) are meant for secretary-level positions. However, the current scenario presents a stark contrast.
The Union Territory presently has 12 secretaries, more than double the sanctioned strength at that level. These include 11 IAS officers and one Central Civil Services (CSS) officer, who is serving as Secretary for Social Welfare and Women & Child Development.
Notably, all IAS officers posted in Chandigarh are holding secretary-level responsibilities, leaving no dedicated IAS presence at the middle administrative tier.
Multiple Roles, Structural Distortion
The situation is further complicated by officers holding dual or additional responsibilities:
- The Deputy Commissioner, a Haryana cadre IAS officer, also holds charge as Secretary, Industry
- The Municipal Corporation Commissioner, a Punjab cadre IAS officer, is additionally serving as Secretary, Rural Development & Panchayats
This concentration of roles at the top has resulted in a policy-heavy structure with limited focus on execution and field-level governance.
Middle-Rung Governance Runs on Ad Hocism
With no IAS officers positioned at the director or joint secretary levels, the middle layer of administration is largely dependent on deputation and makeshift arrangements.
Currently, around 16 officers from DANICS, Punjab Civil Services (PCS), and Haryana Civil Services (HCS) are filling roles such as Joint Secretary, Additional Secretary, and Director. Many of them are handling multiple charges, balancing both secretariat responsibilities and field-level duties.
Ironically, the cadre rules provide for only one sanctioned post each of Joint Secretary and Additional Secretary to be handled by IAS officers.
Massive Vacancies Add to Governance Stress
The administrative imbalance is compounded by a significant shortage of staff across departments.
- Over 1,000 posts remain vacant across various levels
- More than 400 vacancies exist in the general administration cadre, including clerks and stenographers
- The education department alone faces a shortage of around 1,500 staff members
Despite some recruitment efforts, only a fraction of these vacancies have been addressed, leading to operational bottlenecks.
Impact on Public Service Delivery
Officials acknowledge that the consequences of this imbalance are visible on the ground:
- Increased reliance on contractual staff
- Delayed decision-making and file clearances
- Reduced field-level implementation
- Growing backlog of administrative work
- Decline in the quality of public services, especially at the grassroots level
An official noted that the absence of a strong middle layer disrupts the execution of policies, even when decision-making at the top remains active.
A Shift from Earlier Administrative Model
The current scenario stands in sharp contrast to Chandigarh’s earlier governance model.
At one point, most departments were efficiently managed by just three senior IAS officers—the Adviser (now Chief Secretary), Home Secretary, and Finance Secretary. Over time, as the number of IAS officers increased—sometimes even exceeding sanctioned strength—almost all were assigned secretary-level roles.
A retired IAS officer observed that this gradual shift led to a top-heavy system focused more on policymaking than implementation.
Calls for Structural Reforms
Many within administrative circles believe that restructuring is urgently needed.
Suggestions include:
- Posting junior IAS officers at director-level positions
- Reducing concentration at the secretary level
- Strengthening the middle administrative layer
- Improving coordination by assigning multiple departments to fewer senior officers
Such measures, officials argue, would enhance both policy execution and inter-departmental coordination.
Current Cadre Composition
- 11 IAS officers currently serving in the UT
- One additional IAS officer from the Punjab cadre expected soon
- One officer from Central Civil Services (CSS)
- 16 deputation officers from DANICS, PCS, and HCS
Despite this seemingly adequate strength at the top, the lack of balance across levels continues to challenge governance.
A City Facing a Governance Paradox
With a population of around 12 lakh and spread across 114 sq km, Chandigarh does not typically warrant such a disproportionately top-heavy administrative system.
Yet, the present structure reflects a paradox—abundance at the top and scarcity below, creating inefficiencies that directly impact citizens.
Conclusion
Chandigarh’s bureaucratic imbalance highlights a broader governance challenge—the need for structural alignment between policy-making and execution. Without strengthening the middle and lower tiers, even the most experienced leadership at the top may struggle to deliver effective outcomes on the ground.
