By Bijoy A. Sangma
On June 19 last Meghalaya witnessed a defining moment when Chief Minister Conrad K. Sangma laid the foundation stone for the Additional Secretariat Complex in Tura. With a project cost of ₹156 crore, the state government’s vision is clear: decentralise administration, improve citizen access, and bring governance closer to the people of Garo Hills. Thousands gathered to witness this milestone – one that symbolises not just infrastructure, but trust in public service and regional empowerment.
Shortly thereafter, Union Finance Minister Nirmala Sitharaman visited Shillong. She commended the women-led Self-Help Group ecosystem that has created a ₹1,000 crore rural fund and noted Meghalaya’s success in reducing maternal mortality. Her visit included the inauguration of projects worth over ₹1,087 crore in tourism, sports, education, digital inclusion, and women’s welfare. These efforts are partly enabled by the state’s effective use of ₹5,400 crore under the Centre’s SASCI scheme.
These events reaffirm Meghalaya’s development narrative, which is propelled by a well-defined vision, efficient cooperation between the Central government and the State, and a service-oriented governance framework.
Time to Strengthen Our Foundations
As these achievements make national headlines, an equally significant discussion is subtly developing: Is Meghalaya now capable of establishing an administrative framework commensurate with its developmental momentum?
The state’s ambitions have increased, and rightly so. However, beneath this growth lies a truth we must face with humility and foresight: the administrative system is overburdened. Across departments, IAS officers manage an extraordinary number of portfolios, often 10 to 20 simultaneously! They are giving their best across a broad range of responsibilities. Their dedication is beyond doubt. Our officers are among the country’s most dedicated civil servants. But no matter how committed they are, managing such an extensive workload is humanly unsustainable. The cumulative burden of files, decisions, visits, and deadlines inevitably causes delays, bottlenecks, and a fragmentation of the momentum we are working hard to build. No system can sustain excellence at this level of strain without additional support.
This is not a matter of performance; it concerns the structure. Officers, regardless of their origin, require dedicated space to concentrate, enhance their expertise, and establish continuity. In this context, the proposal for a separate IAS cadre for Meghalaya does not constitute a rejection of the current system; rather, it affirms the necessity of this adjustment at present.
Not About Separation, But About Strengthening
When Meghalaya became a state in 1972, it continued under the Assam-Meghalaya Joint IAS Cadre, a temporary arrangement that was perhaps suitable at the time. However, more than 50 years later, the administrative complexity and aspirations of Meghalaya require an independent identity, as they now limit Meghalaya’s ability to plan, allocate, and retain administrative capacity in line with its development journey.
Our neighbouring states provide noteworthy examples. Tripura and Manipur, both with similar demographic and geographical profiles, received separate cadres in 2015.
Tripura, with an area of 10,486 square kilometres and an estimated population of 4.1 million, following the establishment of a separate IAS Cadre in 2015, has built a robust cadre strength of 102 officers.
Manipur, geographically close in size at 22,237 square kilometres and demographically similar with 3.43 million people, also secured its own IAS cadre, growing its strength to 115 officers.
In sharp contrast, Meghalaya, which spans 22,429 square kilometres, making it slightly larger than Manipur, and has an estimated population of 3.42 million, still operates under a joint IAS cadre with Assam. Its current sanctioned cadre strength is 77, many of which are either vacant or temporarily managed.
What is notable is that both Tripura and Manipur previously shared joint cadre arrangements, similar to the current situation in Meghalaya. However, their decision in 2015 to adopt separate cadres was transformative, leading to enhanced administrative stability, better officer retention, and a more responsive governance framework. Despite possessing nearly identical geographical and demographic characteristics, Meghalaya is yet to undertake this transition, thereby creating a significant disparity between its expanding aspirations and the administrative capacity needed to support them.
Establishing a separate cadre would facilitate more focused planning, ensure stability in postings, and promote continuity in leadership. It will empower the system, not just the individuals within it.
Building Local Capacity, Celebrating National Service
One of the most inspiring aspects of Meghalaya’s civil services is the spirit of collaboration. Over the years, IAS officers from across the country have played a vital role in shaping the state’s progress, bringing diverse perspectives, rich administrative experience, and a steadfast commitment. Their contributions have strengthened institutions, enriched policy delivery, and supported development across departments and districts.
At the same time, there is a growing sense that enhancing local representation, particularly officers who belong to Meghalaya and possess an understanding of its social fabric, can significantly enhance this foundation. In the terminology of the UPSC cadre, such officers are designated as ‘insiders’. At present, Meghalaya has only four such officers actively serving from the ‘Regular Recruit’ category: DP Wahlang, FR Kharkongor, Cyril V. Diengdoh, and Isawanda Laloo. These native or insider officers exemplify how cultural rootedness, linguistic familiarity, and a lived understanding of local realities can effectively complement professional administrative skills.
Encouraging more such officers is not about creating divisions; it is about expanding the leadership base and ensuring that governance is both efficient, empathetic and responsive. Their committed service serves as an inspiring example for aspiring civil servants from Meghalaya, illustrating the strength of a system that blends national duty with local insights.
MCS – A Strength We Must Harness
The Meghalaya Civil Service (MCS) constitutes the backbone of the state’s administrative framework. On a daily basis, MCS officers serve as the initial responders to local issues, implement policy, and act as intermediaries between communities and government authorities.
Under the IAS (Recruitment) Rules, 1954, states are permitted to fill up to one-third of IAS cadre positions through promotion from State Civil Services. Numerous states actively utilise this provision to enhance administrative capacity, bolster morale, and recognise years of dedicated service.
In Meghalaya, the Fifth Pay Commission recommended reserving a share of senior posts for MCS officers. This recommendation is not merely administratively sound but also socially responsive.
Collaboration, Not Comparison
It is imperative to articulate that the purpose of this discourse is not to engage in comparison or critique. This is in no way a complaint against the IAS officers serving in Meghalaya. Conversely, it serves to acknowledge their outstanding dedication, frequently demonstrated under challenging conditions. The objective is to enhance our system, ensuring it embodies both the heritage of national service and the capabilities of local contributions. The path forward is not one of replacement, but rather of re-balancing to achieve greater effectiveness and sustainability.
A separate cadre would, in fact, benefit IAS officers as well, providing them with a clearer career trajectory within Meghalaya, more manageable portfolios, and enhanced administrative capacity to support their responsibilities. Let us honour every officer who has served Meghalaya with integrity. Furthermore, let us establish a pathway whereby our youth can envision not only entering government service but advancing to its highest echelons.
A Step That Aligns With Our Momentum
Today, Meghalaya differs greatly from what it was twenty years ago. Our economy has strengthened, social indicators show progress, and our influence in national policy discussions has become more pronounced. The recent central support, such as the ₹5,400 crore under SASCI, along with the launch of several impactful projects, demonstrates both trust and collaboration.
Now is the opportunity to align our administrative structure more effectively. Possible steps include
* Establish a separate IAS Cadre for Meghalaya.
* Review service rules to create pathways for MCS officers to advance into senior roles such as Secretaries, Commissioners, and Deputy Commissioners, similar to practices in neighbouring states like Assam.
* Enhance leadership capabilities by forming partnerships with national institutions like Lal Bahadur Shastri National Academy of Administration (LBSNAA), Indian Institute of Public Administration (IIPA), and Mission Karmayogi.
· Promote broader discussions among civil society, policy experts, and administrators to further strengthen this process.
Let Us Now Build What We Believe In
The Additional Secretariat at Tura, the SHG revolution, the digital libraries, and the infrastructure projects inaugurated this year all indicate a singular trajectory: Meghalaya is progressing. With conviction. With care. And with community at the centre.
It is now imperative to establish the foundational framework that sustains all operations: a more robust, responsive, and representative administrative system. The establishment of a separate IAS cadre for Meghalaya should be regarded not merely as a demand but as a pivotal development instrument. This initiative signifies inclusion rather than exclusion, and it is oriented towards providing greater opportunities. The future we aspire to must be supported by a correspondingly resilient and effective structural foundation.
Given the visionary leadership demonstrated by Meghalaya in recent years, there is ample reason to believe that a determined political will can facilitate its realisation.