CADRE RESTRUCTURING “JUSTICE DELAYED IS JUSTICE DENIED”
The sixth CPC in para 1.2.13 of its report under the caption “Cadre Review” made the following observations – “Accordingly, as a matter of policy, the commission refrained from undertaking specific cadre reviews, that in any case need to be carried out within an institutional frame work”. Govt. of India has accepted the above recommendations of the Sixth CPC. Subsequently the Govt. has issued detailed instructions to all Ministers and Departments to undertake the process of Cadre Restructuring within their institutional frame work.
Accordingly, Cadre restructuring committees are constituted in most of the departments with the representatives of the staff-side. In Railways, the process is completed and waiting for approval of the Ministry, in Income Tax the proposal is awaiting Cabinet approval, in Central Secretariat orders in respect of certain cadres already issued. In many other small departments also the process is nearing completion.
In the Postal department the cadre restructuring of Group-C, Postmen, Mail Guard and MTS is long overdue. Department and Govt. implemented many cadre restructuring schemes for Group- A and Group-B cadres. In the Group-C, Postman, Mail Guard & MTS cadre, the supervisory responsibilities are totally undermined after the introduction of TBOP and BCR scheme. The then existing Supervisory structure in each cadre was not properly nurtured and not improved to carry out the higher Supervisory responsibilities in tune with the changing technology. The supervisory posts in certain cadres are totally dismantled. There is absolute justification for restructuring the entire cadres. But the attitude of the Postal Board is totally negative despite several written assurances.
The Staff-side comprising NFPE and FNPO raised the issue of cadre restructuring in the charter of demands for the indefinite strike from 13.07.2010 In the marathon discussion held on 12.07.2010, the Secretary, Posts assured as follows in the minutes – “A committee comprising DDG (Estt.), DDG (P), and Director (SR) and three members of the Staff side, to be nominated by them, will be constituted to examine proposals in detail and submit recommendations. The entire process is to be completed before the close of the year i.e., 31-12-2010”. Again during the strike charter discussion on 01-07-2011, the Secretary, Posts gave the following assurances in the minutes – “The demand of the staff-side regarding cadre restructuring was discussed and the Chairperson agreed to reconstitute the committee under the Chairmanship of DDG(P), the Committee will finalize the proposals before 31-08-2011. Again on 12-01-2012 the Secretary, Posts assured that – “the Staffside expressed their concern about undue delay in finalization of the proposal on which the Chairperson desired finalization of this process by 31st March, 2012. It was assured that timelines would be adhered to”.
As regards restructuring of Postal Accounts it was informed that the proposal was cleared by JS & FA and stands referred to Secretary, Posts. It was also decided to have a separate Committee for MMS staff under the Chairmanship of Ms. Sandhya Rani, PMG(BD), Andhra Circle and with Director (MV) as other official members. The staff side members are also included. The committee was directed to submit its report within three months.
Assurances after assurances are given by none other than Secretary, Posts but nothing materialized. Finally as an insult to injury, the cadre restructuring proposal of Postal Accounts which is already been finalized by the Committee is returned to the PA wing of the Directorate after keeping the file pending for more than one year, stating certain irrelevant issues which has no relevance on the cadre restructuring proposal of Postal Accounts Staff. Similarly, in the status Report on the items included in the memorandum submitted by the Postal JCA on 01-04-2013, it is informed as follows : “DDG(P), Chairman of the Committee informed that he has submitted his report on 06-11-2012 to the DDG (ESTT.). He has been requested to submit full report with enclosures duly signed by the Committee Members….!!!!! Nothing is mentioned about the Postal Accounts wing. Regarding MMS, it is informed that the report is submitted is under process. All the cadres including PA, SA, Postman, Mail Guard, MTS, Admn. Staff, Postal Accounts, MMS, System Administrators, accountants, Postmasters cadre, SBCO etc., are all eagerly waiting for the outcome of the cadre restructuring.
Thus it can be seen that the lethargic and indifferent attitude of the Official side members of the Committee and the unhelpful attitude of the Postal Board is the root cause of the delay.
Abolition of Posts - Legal Position
As per the orders issued by the Government of India in 2001 for abolishing posts as per screening committee recommendations, only 2/3 direct recruitment vacancies should be abolished. Promotional Posts should not be abolished. Based on this order NFPE Kerala filed a case in CAT Ernakulam against abolishing Postmen & Group ‘D’ posts, as these posts arepromotional posts of GDS employees. Department argued that promotion from GDS to Postman/MTS is direct recruitment and not promotion. But CAT has not accepted Department arguments. CAT, Ernakulam bench delivered a Judgement that promotion from GDS to Postman/MTS is not direct recruitment but promotion. CAT Directed CPMG not to abolish Postman/MTS posts and to fill up all the posts by promoting GDS.
Department went on appeal to High court Kerala. But High Court confirmed CAT order. Accordingly in Kerala circle all the promotional posts of GDS were filled by promoting GDS. Based on the same order now P4 CHQ and GDS (NFPE) have filed a case in Principal CAT and obtained stay order from abolishing Postmen & MTS posts.
Some comrades are asking why abolition of PA/SA posts cannot by stayed. Department is not abolishing the promotional posts in the PA and SA cadre (LGOs vacancies). But they are abolishing direct recruitment vacancies only.
Eranakulam CAT order is not applicapable to Direct recruitment vacancies. It is applicable to promotional vacancies only. In the PA/SA cadre there is no promotional vacancy for GDS in the oustide quota (Direct Recruitment Quota). This is the legal position. There is no chance for getting stay order for PA/SA direct recruitment post as it is not promotional post. This is the legal advice received by us.
NFPE and CHQ has protested against the abolition of Posts, but Department of posts is taking a stand that eventhough they have tried best to get exemption from abolishing direct recruitment posts, the Government of India has not granted any exemption and hence the Direct recruitment vacancies recommended by screening committee up to 2008 have to be abolished. From 2009 onwards there is no abolition of posts and all the vacancies can filled up as per the orders of the Department.
Regarding postmen and MTS abolition, the abolition is stayed on Technical grounds stated above because the CAT Ernakulam has clearly ruled that promotion from GDS to Postman & MTS is not direct recruitment.
No.Rectt/MTS Vacancies/2009, dated at Hyd-1 the 25-05-2013
2009 సం. MTS ఖాళీలకు జి. డి . ఎస్ నుండి (25% ) వ్రాత పరీక్షకు నోటిఫికేషన్ జారీ చేయబడినది. (డైరె క్టోరేట్ క్లారిఫికేషన్ ప్రకారము)
వ్రాత పరీక్ష తేది : 07-07-2013 (ఆదివారము)
మొత్తం మార్కులు : 100
పరీక్ష సమయము : 90 నిముషాలు ( 10.00 నుండి 11. 30 వరకు)
దఖాస్తులు అందవలసిన ఆఖరు తేది : 10-06-2013 (డివిజనల్ ఆఫీసు)
పరీక్షకు అర్హత :
01-01-2009 నాటికి 50 సం. లు దాటి ఉండరాదు .
-- ఒ.బి.సి వారికి 3 సం. లు, ఎస్.సి., / ఎస్.టి వారికి 5 సం . లు మినహాయింపు
-- కనీస సర్విస్ నిబంధన లేదు .
-- 01-01-2009 తరువాత అప్పాయింట్ అయిన జి. డి . ఎస్ పరీక్షకు అనర్హులు .
-- ఖాళీలు లేని డివిజన్లలో పరీక్ష వుండదు మరియు దరఖాస్తులు స్వీక రించ బడవు .
పార్ట్ - A (మల్టిపుల్ చాయస్ క్వశ్చన్స్ )
జనరల్ నాలెడ్జ్ ( 25 మార్కులు )
కనీస మార్కులు : ఒ.సి - 10, ఎస్. సి. / ఎస్. టి - 9 మార్కులు
పార్ట్ - B (మల్టిపుల్ చాయస్ క్వశ్చన్స్ )
మాథమాటిక్స్ ( 25 మార్కులు )
కనీస మార్కులు : ఒ.సి - 10, ఎస్. సి. / ఎస్. టి - 9 మార్కులు
పార్ట్ - C ( రెండు భాగములు )
(i ) ఇంగ్లీష్ లాంగ్వేజ్ - 25 మార్కులు (మల్టిపుల్ చాయస్ క్వశ్చన్స్ )
(i i )రీజనల్ లాంగ్వేజ్ - 25 మార్కులు (మల్టిపుల్ చాయస్ క్వశ్చన్స్ )
కనీస మార్కులు - ఒ. సి - 10., ఎస్. సి / ఎస్. టి - 8., ఒ. బి. సి - 9
= సరాసరి మార్కులు :
ఒ. సి - 40%., ఎస్. సి / ఎస్. టి - 33., ఒ.బి. సి - 37 మార్కులు
= వ్రాత పరీక్షకు జి. డి . ఎస్ అన్ని అర్హతలు పొంది వుండాలి .
= అప్లికేషన్ లో అన్ని ఎంట్రీలు పూర్తి చేసివుండాలి .
= ఎటువంటి పనిష్మెంట్ లు పొంది వుండ రాదు .
= క్రమశిక్షణ చర్యలు / విజిలెన్స్ చర్యలు పెండింగ్ లో వుండ రాదు .
డివిజన్ / రీజియన్ వారీగా ఖాళీల వివరములు తెలియజెయబదినవి.
Cadre Restructuring of Income Tax Department: Details of Additional Posts, Pay Scale & Grade Pay
F.No.A- 11013/1/2013-Ad.VII
Government of India/Ministry of Finance
Department of Revenue
Central Board of Direct Taxes
New Delhi, 31st May, 2013
All the Chief Commissioners of Income-taxAll the Directors General of Income-tax
Subject: Additional Manpower for the Income Tax Department.Sir/Madam,
I am directed to state that the Government has approved, as per decision taken in Cabinet Meeting held on 23"d May, 2013 (Minutes issued on 27th May, 2013), additional manpower for the Income Tax Department in various cadres as per Annex A of this communication. These posts are created in addition to the existing posts as per restructuring of the Department vide F.No.A-11013/3/98-Ad.VII dated 24th October, 2000 and 7051 additional posts created vide order F.No.A-11013/3/2006-Ad.VII dated 20.11.2006.
2. All the additional posts at different levels as per Annex A stand created with effect from 23rd May, 2013 (the date of the Cabinet Meeting). These posts shall be filled up in accordance with the Cabinet approval in the following manner: -
i. The 166 additional regular posts and 620 additional reserve posts at the level of Assistant Commissioner of Income Tax and 563 vacancies arising in this grade due to promotions to higher grade will be filled up equally by promotion and direct recruitment. Therefore the additional 1349 posts created at this level will be filled over a period of 5 years with 270 posts per year being filled in the next four years and 269 posts being filled in the fifth year. Every year these posts will be filled bypromotion and by direct recruitment in equal proportion.
ii. The Cabinet has permitted, as a one-time measure, filling up of the additional posts that are to be filled by promotion immediately, without awaiting amendments in the recruitment rules on the basis of the model recruitment rules issued by DOPT. Accordingly, the process of filling up of all the additional posts that are to be filled by promotion shall be initiated immediately on the basis of the model recruitment rules issued by the DoPT without awaiting amendment in the recruitment rules of the relevant post(s).
iii. The Cabinet has also approved the filling up of the additional posts in the HAG+ with all the existing CCsIT being placed in the HAG+ directly and thereafter a DPC being conducted to place 26 of these CCsIT in the Apex grade. Instructions regarding promotions/placements of the officers in the posts in HAG+ and Apex scales shall be issued separately.
3. The region-wise / charge-wise distribution of the posts at various levels will be intimated separately. Revised sanctioned strength will be notified in the recruitment rules in due course.
4. This issues in pursuance to the approval of the Cabinet conveyed vide Cabinet Secretariat Note No. 20/CM/2013 (i) dated the May 27th, 2013.
Yours sincerely,
sd/-
(S.K. Lohani)
Joint Secretary to the Government of India
F.No.A- 11013/1/2013-Ad.VII
Government of India/Ministry of Finance
Department of Revenue
Central Board of Direct Taxes
Annex A
Additional posts to be created in various grades in the Income Tax Department
| SI.No. | Name of the Post | Pay Scale | Additional Postscreated |
| 1 | Principal Chief Commissioner of Income Tax | Rs.80,000 (fixed) |
26
|
| 2 | Chief Commissioner of Income Tax | Rs. 75500-80000 |
91
|
| 3 | Principal Commissioner of Income Tax | Rs.67000-79000 |
184@
|
| 4 | Commissioner of Income Tax | Rs.37400-67000 + grade pay of Rs. 10000 |
-(96)*
|
| 5 | Additional /Joint Commissioner ofIncome Tax | Rs.37400-67000 + grade pay of Rs. 8700/ Rs.15600-39100 + grade pay of Rs. 7600 | 322 |
| 6 | Deputy Commissioner of Income Tax | Rs.15600-39100 + grade pay of Rs. 6600 | 36 |
| 7 | Assistant Commissioner of Income Tax | Rs.15600-39100 + grade pay of Rs. 5400 | 166 |
| 8 | Reserves (Group 'A') | Rs.15600-39100 + grade pay of Rs. 5400 | 620 |
| 9 | Income Tax Officer | Rs.9300-34800 + grade pay of Rs. 4800/Rs.5400 | 1494 |
| 10 | Principal Administrative Officer | Rs.15600-39100 + grade pay of Rs. 6600 | 16 |
| 11 | Administrative Officer Grade II | Rs.9300-34800 + grade pay of Rs. 4800 | 393 |
| 12 | Administrative Officer Grade III | Rs.9300-34800 + grade pay of Rs. 4200 | 161 |
| 13 | Senior Private Secretary | Rs.9300-34800 + grade pay of Rs. 4800 | 300 |
| 14 | Private Secretary | Rs.9300-34800 + grade pay of Rs. 4200 | -(72)* |
| 14 | Inspector of Income Tax | Rs.9300-34800 + grade pay of Rs. 4600 | 3803 |
| 15 | Executive Assistants# | Rs.9300-34800 + grade pay of Rs. 4200/ | 5932 |
| 16 | TA/Steno III/Driver | Rs, 5200-20200+ grade pay Rs. 2400 | 2895 |
| 17 | Notice server/ LDC/ Driver | Rs. 5200-20200+ grade pay of Rs. 1900 | 267 |
| 18 | Other posts in Group C | Rs. 5200-20200+ grade pay of Rs. 1800 | 3773 |
| 19 | Deputy Director (EDP) | Rs.15600-39100 + grade pay of Rs. 6600 | 42 |
| 20 | Assistant Director (EDP)/ Additional Assistant/ Director (EDP) | Rs.15600-39100 + grade pay of Rs. 5400/ Rs.9300-34800 + grade pay of Rs.5400 | 8 |
| 21 | DPA Grade 'B' | Rs.9300-34800 + grade pay of Rs. 4200 | 112 |
| 22 | DPA Grade 'A' | Rs.9300-34800 + grade pay of Rs. 4200 | 127 |
| 23 | Deputy Director (014 | Rs.15600-39100 + grade pay of Rs. 6600 | 13 |
| 24 | Assistant Director (OL) | Rs.15600-39100 + grade pay of Rs. 5400 | 28 |
| 25 | Senior Hindi Translator | Rs.9300-34800 + grade pay of Rs. 4600 | 66 |
| 26 | Junior Hindi Translator | Rs.9300-34800 + grade pay of Rs. 4200 | 44 |
@ 116 existing posts of CC1T in HAG will also be redesignated as Principal CIT. The total posts of Principal CIT will therefore be 300.
* These posts stand abolished.
# The post comprises the existing grades of Senior Tax Assistant, Office Superintendent, Stenographer Grade I and DEO which stand merged.
90% DA from July 2013 confirmed after April, 2013 AICPIN
According the press release the All-India CPI-IW for April, 2013 rose by 2 points and pegged at 226 (two hundred and twenty six). This two point increase confirmed 10% increase in Dearness Allowance from July, 2013 as already expected on this site click here to see. Therefore DA from July, 2013 will be 90% and will be announced in September or October in this year. It is also more clear from following table:-
Expect-
ation |
Increase/
Decrease Index |
Month
|
Base
Year 2001 = 100 |
Total
of 12 Months |
Twelve
monthly Average |
% increase
over 115.76 for DA |
DA
announced or will be announced |
1
|
Nov-12
|
218
|
2490
|
207.50
|
79.25%
|
80%
| |
1
|
Dec-12
|
219
|
2512
|
209.33
|
80.83%
| ||
2
|
Jan-13
|
221
|
2535
|
211.25
|
82.49%
|
82%
| |
2
|
Feb-13
|
223
|
2559
|
213.25
|
84.22%
|
84%
| |
1
|
Mar-13
|
224
|
2582
|
215.17
|
85.87%
| ||
2
|
Apr-13
|
226
|
2603
|
216.92
|
87.38%
|
87%
| |
First
|
1
|
May-13
|
227
|
2624
|
218.67
|
88.90%
|
88%
|
1
|
Jun-13
|
228
|
2644
|
220.33
|
90.34%
|
90%
| |
Jul-13
|
Expected DA from July-2013
|
90%
| |||||
Second
|
2
|
May-13
|
228
|
2625
|
218.75
|
88.97%
|
88%
|
2
|
Jun-13
|
230
|
2647
|
220.58
|
90.55%
|
90%
| |
Jul-13
|
Expected DA from July-2013
|
90%
| |||||
Third
|
0
|
May-13
|
226
|
2623
|
218.58
|
88.82%
|
88%
|
0
|
Jun-13
|
226
|
2641
|
220.08
|
90.12%
|
90%
| |
Jul-13
|
Expected DA from July-2013
|
90%
| |||||
PIB Release of CPI-IW
Press Information Bureau
Government of India
Ministry of Labour & Employment
Government of India
Ministry of Labour & Employment
31-May-2013 18:07 IST
Consumer Price Index Numbers for Industrial Workers (CPI-IW) April 2013
According to a press release issued today by the Labour Bureau, Ministry of Labour & Employment the All-India CPI-IW for April, 2013 rose by 2 point and pegged at 226 (two hundred and twenty six). On 1-month percentage change, it increased by 0.89 per cent between March and April compared with 1.99 per cent between the same two months a year ago.
The largest upward contribution to the change in current index came from Food group which increased by 2.08 per cent, contributing 2.07 percentage points to the total change. This was followed by Fuel & Light group with 0.91 percent increase contributing 0.12 percentagepoints to the change. At item level, largest upward pressure came from Rice, Wheat & Wheat Atta, Arhar Dal, Milk (Cow), Ginger, Root & Green Non-leafy vegetables, Tea Leaf, Tea (Readymade), Snack Saltish, Cigaratte, Electricity Charges, Medicine (Allopathic) etc. However, this was compensated by Mustard Oil and Petrol putting downward pressure on the index.
The year-on-year inflation measured by monthly CPI-IW stood at 10.24 per cent for April, 2013 as compared to 11.44 per cent for the previous month and 10.22 per cent during the corresponding month of the previous year. Similarly, the Food inflation stood at 12.39 per cent against 13.21 per cent of the previous month and 10.66 per cent during the corresponding month of the previous year.
At centre level, Mysore recorded the largest increase of 13 points followed by Giridih, Bengaluru and Puducherry (8 points each) and Darjeeling (7 points). Among others, 6 points rise was registered in 6 centres, 5 points in 2 centres, 4 points in 7 centres, 3 points in 15 centres, 2 points in 17 centres and and 1 point in 13 centres. On the contrary, a decline of 4 points was reported in Godavarikhani, 2 points in 4 centres and 1 point in one centre. Rest of the 7 centres’ indices remained stationary.
The indices of 40 centres are above All-India Index and other 35 centres’ indices are below national average. The index of Chandigarh, Haldia and Ahmedabad centres remained at par with all-India index.
The next index of CPI-IW for the month of May, 2013 will be released on Friday, 28 June, 2013. The same will also be available on the office website www.labourbureau.gov.in.
Future of India Post - Written by By Bruhaspati Samal
Adjudged the best article and awarded 1st Prize
in 29th All India Conference of AIPEU, Group-C, CHQ
held at Thiruvanthapuram from 10.03.2013 to 13.03.2013
( Published in Bhartiya Post, June-2013 issue )
By Bruhaspati Samal
Divnl. Secy., AIPEU, Gr.-C, Bhubaneswar ( Odisha)
eMail:bsamalbbsr@gmail.com
Background and There After:
“It makes the Post Office what under any other system it never can be the unrestricted means of diffusing knowledge, extending commerce and promoting in every way the social and intellectual improvement of the people” stated Lord Dalhousie, the father of India Post in his Minute dated 30th December, 1851. To prove this statement, honestly, if one searches about an organization which serves India, the land of heterogeneous racial, lingual, religious, and social culture upholding its rich cultural heritage through religious pluralism with Hindus, Muslims, Sikhs, Christians, Budhists, Jains etc. sharing their sorrows and happiness in 1652 mother tongues inclusive of 18 constitutional languages door to door and protects the national unity, social cohesion, secular and federal structure and democratic ethos, certainly, the name of India Post comes to mind. Competently assisting the rulers, elite and mercantile community in its various forms in ancient and medieval times, it has conveniently served both the British rulers and general public in modern times as a forceful organization in raising national and political consciousness. Long before the times of email and mobile phones, pigeons, barefoot runners and bullock carts were used to carry messages from one part of India to another. The mail-runner in earlier times not only carried people's messages but their emotions and hopes. Without caring for the dense forests, wild beasts, intense heat, heavy shower or highway robber, they used to march ahead with belled spears and serve the mankind heart and soul. Prior to independence, India Post, through a limited work force could be able to develop a vast network of communication even before the Railways and Telephones were introduced with wide spread impact on the socio-economic life of the nation through efficient and prompt service.
From pigeon to post, India Post has traveled a long way with the passage of time. From 23,344 post offices primarily opened in urban areas prior to independence catering to the needs of Britishers for development of their trade and exercising control over their vast Indian possessions with one post office serving 15038 persons covering an area of 53 square miles to 1,54,979 post offices (139182 i.e. 89.81% in rural area and 15797 i.e. 10.19% in urban area ) having 4.75 lakh employees (2.06 lakh Departmental and 2.69 lakh Gramin Dak Sewak) as on 31.3.2010, India Post has registered nearly a seven fold growth during the period of last seven decades focusing its expansion to rural areas and thus has been acknowledged as the largest postal network in the world with one post office serving 7176 people in average (5682 in rural area and 20346 in urban area) covering an area of approximately 21.2 sq. kms and providing postal facilities within reach of every citizen in the country at affordable prices adopting every mode of transmission from bare foot to air route with recorded delivery of 1,575 crore mails every year.
Challenging Transformation of India Post to Protect the Future:
But the days are gone. Passing through ages, India Post has never remained as a service Department. While it is providing poor man’s service like post cards etc. on subsidized rate on one hand, it is charging the corporate sector in commercial rates on the other and earning revenue to meet its own expenses by running other products and services, both postal and non-postal for the common man. Due to emergence of electronic alternatives, more demanding customers, presence of organized / unorganized couriers for mail conveyance, financial players like banks and insurance companies and above all the challenges of globalization, corporatization and liberalization, India Post is now facing competition which has compelled it to be commercial day by day rather than remaining as a full public utility service department. Thus, to meet the challenges and to face the competitors on one hand and to prove itself as an efficient and reliable communication network as the main component of the communication infrastructure for playing a crucial role in the socio-economic development and integration of the country on the other, the Postal department is doing a lot of things other than just delivering letters aiming for a transformation with re-engineering of Business Processes and making it compatible to suit the new ICT solutions and evolving new processes based on customer needs.
A. Business Development:
Going beyond its traditional products and services of sale of stamps and stationery, booking and delivery of letters/parcels etc., India Post, through establishment of a Business Directorate has introduced several new products and services viz., Speed Post, Express Parcel Post, Business Post, Media Post, Retail Post, Speed Post Passport Service, Direct Post, Bill Mail Service, Logistic Post, ePost, iMO, ePayment, World Net Express etc. which cater to the need of every citizen. National Postal Policy has been formulated to develop services that assist, facilitate, enhance and quicken the process of development aimed at inclusive growth and to reposition India Post to become a self-sufficient, credible, efficient, quick and cost–effective provider of these services. Thus, it is just trying to do more than what it can to stay relevant today. Undoubtedly, it is a big challenge for the Department.
To cater the needs of NRI dependent families in India, visiting International tourists and foreign students studying in India, the Department in collaboration with the Western Union Financial Services, USA operates International Money Transfer Service through the post offices in India which enables instantaneous remittance of money from 185 countries to India. In January 2006, an on‐line web‐based domestic money transmission service called iMO was launched which enables the customer to receive money in minutes from any of the 2175 identified post offices for the purpose. The electronic money order, i.e. e MO which has been launched in October 2008, facilitates transmission of ordinary money orders from all the computerized post offices through electronic media without any extra charge. The Department of Posts entered into an International Cooperation Agreement with Money Gram Payment Systems, USA to offer to the general public the Money Gram International Money Transfer Service through selected Post Offices in India. This service has been launched on 29th September 2011. e‐Payment is a 'Many to One' service through which bills and taxes etc. are paid by customers in 14000 Post Offices across the country and will soon be extended to all computerized Post Offices. The Department of Posts introduced ECS scheme on 9th August 2003 which facilitates depositors to get MIS interest automatically transferred and credited into their SB account on the due dates at the designated Bank of their choice.
B. I T Modernization :
Briefing the Department’s long journey from pigeon post to e-post, it is evident that the Department of Posts actively entered into the digital era through counter mechanization installing 102 personal computer-based MPCMs in 22 selected post offices during the year 1990 – 91 and conceived the Project Arrow concept in April, 2008 under “Look & Feel Good” concept. During 2008-09, 45 post offices were computerized, computer hardware was upgraded in 1847 post offices and 500 post offices were modernized under Project Arrow. During 2009 -10, 2920 post offices were computerized, computer hardware was upgraded in 92 post offices and 500 post offices were modernized under Project Arrow. As on 31.03.2010, out of 25563 departmental post offices, 14415 POs including those in the rural areas have been computerized. 1304 Post Offices have been networked through leased lines so far with the National Data Centre. Further 5170 Post Offices have been networked through broad band. The XIth Plan proposal includes computerization and networking of remaining 10841 departmental Post Offices and all the 129416 Branch Post Offices.
Being the oldest and largest banking institution in the country, Post Office Savings Bank operates more than 240 million Savings Accounts and the outstanding balance under all the eight national savings schemes (SB, RD, RD, MIS, SCSS, PPF, NSC & KVP) is Rs.5828329.6 million as on 31.03.2010. Not to lose such a large number of customers due to lack of modernization and non-availability of the services of ATMs, mobile banking and demat facilities on one hand and for providing Any‐where, Any‐time and Any branch banking on the other, Core Banking Solutions (CBS) has been included in the 11th Five Year Plan with a financial outlay of Rs. 106 crores for development of CBS software and other related activities.
C. Potential Service Provider :
The Department of Posts is also emerging as a potential service provider to other organizations. To meet the challenges, India Post has revolutionized the way it used to function before adopting varieties of products and services starting from selling of movie tickets in urban area to agriculture insurance in rural area. Ministry of Statistics and Program Implementation (MOSP) has entrusted the job of collecting statistics for ascertaining the Rural Price Index from 1183 post offices across the country with effect from Oct 2009. Railway Ministry and the Department of Posts have signed a memorandum of understanding for providing railway ticket booking services at the post offices. The Department of Posts is discharging the responsibility to disburse the wages to NREGS beneficiaries through Post Office Savings Bank account. Currently operational in 19 Postal Circles comprising of 21 States, the scheme is operational through 90,000 post offices. The Department of Posts in collaboration with NABARD is providing the facility of micro‐credit to Self Help Groups (SHGs) through identified post offices on agency basis. Department of Posts has signed an agreement on 17.9.08 with ICICI Prudential Life Insurance Company Ltd. to retail their Pension Products through select Post Offices on Referral Model. India Post introduced a new international air express service known as World Net Express on 26.11.2008. The service is available at selected post offices for more than 220 countries. India Post has tied up with State Bank of India to sell its assets and liability products through identified post offices. Old Age Pension is being paid through Post Office Savings Accounts and Money Orders. As a tie‐up with Reliance Money Limited, sale of gold coins has been launched on 15th October, 2008 as part of retail post in selected post offices. The Department of Posts has been assisting other public authorities under the Central Government in implementing the RTI Act by providing services of its designated Central Assistant Public Information Officers (CAPIOs). For this, Sub Post Masters at Tehsil level act as the Central Assistant Public Information officer (CAPIO) for accepting RTI requests and appeals from all central Government Departments. Under a partnership with Deutsche Post, Money Order Videsh was launched by India Post on 24.10.2009 to facilitate remittances to foreign countries and receiving of remittances from foreign countries through Post Office.
Apprehensions & Suggestions for Prospective Future:
As a result of these challenges, all operational, administrative and accounting units of this vast organization are being affected presently and will be affected in future with new management system. The Circles, Regions, Divisions and Post Offices are dealing with implementation of multiple solutions. Therefore, employees from all levels are inducted to the changes for capacity building, augmenting training infrastructure, achieving computer literacy at all levels etc. to run a massive change management plan.
But while analyzing the processes the Department has adopted to meet the challenges and to secure the future of India Post, the following shortcomings are noticed which are required to be taken care of.
1. The National Postal Policy broadly speaks that urban postal and financial services are essential in order to maintain the flow of funds between urban and rural residents and it is necessary to ensure safe and quick transmission of moneys. Since the competitors for such urban services are aggressive and efficient private players, India Post should enhance and improve its delivery of urban services in order to offer comparative standards of performance. But contradictorily, now there is a move by India Post for rationalization of postal network in urban areas by way of relocation / merger of 9797 single / double handed post offices. This apart the Department has also initiated action for abolition of 17093 unfilled posts. The proposed closure of 9797 Post offices means reduction of about 36% of the existing postal network. The arguments put forward by the Department justifying such mass-scale closure/merger/relocation cannot be accepted when all other private couriers and companies are competing to canvass customers of India Post by opening more and more outlets in the urban areas for extending their services to the doorstep of such customers. It is apprehended that in the name of rationalization and optimization, India Post is giving more space to the private companies for occupying more share in the mail market segment. Large scale closure of Post Offices and RMS offices will not only lead to inconvenience to the public leading to discontentment but also adversely affect the interest of the employees. The Department needs to look after this aspect very carefully before implementation.
2. To face the twin challenges of increasing competition and continuing advances in communication technology, especially in mobile telephony and the Internet and to provide the best-in-class customer services, India Posts has undertaken an end to end IT Modernization project to equip itself with requisite modern tools and technologies. With key objective to Modernize and computerize of all Post Offices in the country including Branch Post Offices in rural areas, India Post 2012 aims at transforming the DoP into a “Technology Enabled, Self-Reliant Market Leader”.
Two important things are being overlooked by the Department under IT Modernization Project.
a. Out of 154979 post office, 129416 branch post offices (83.50%) are in rural areas which are managed by Gramin Dak Sewaks with minimum qualification of Matriculate or below and without any technical knowledge. In addition, barring a few new entrants, most of the regular departmental senior officials don’t know the fundamentals of computer. Contradictorily, the present mode of computer literacy and training programme of India Post only aims at imparting training on different modules / packages in operation by the Department just to suit its needs only without considering the needs of the employees. There is no plan to redesign the computer training programmes by the Department which may stand in the way of effective service delivery clearly satisfying the standards fixed in the Citizen Charter.
b. Most of the Branch Post Offices functioning in the rent free accommodations provided by the BPMs are completely unsuitable for computer networking. The basic civil and electrical works needed for computerization have been witnessed to be of sub-standard nature in Departmental post offices most of which are functioning on rented buildings owned by private people. So modernization of all such post office buildings over which the Department has no control may be a myth.
Thus, such deficiencies need to be taken care of failing which the aims and objectives of IT Project, 2012 may be futile in future in the hands of untrained non-technical employees and in private rented buildings.
3. The draft Corporate Plan outlined by India Post seems not to be comprehensive. Implementing large scale closure of post offices, it will be hypothetical to provide basic postal facilities within easy reach of all people and businesses by 2013-14. Keeping the rates of interest on various POSB Schemes lower than banks, it is just theoretical to increase financial inclusion of the unbanked population by at least 10% by the year 2013-14. Still remaining partly commercial and partly service and awaiting to address the issue relating to definition and cost of its Universal Service Obligation, it is really imaginary to attain self-sufficiency by 2013-14. The quality of service delivery standards outlined in the Corporate Plan of India Post and guaranteed under the Citizen Charter to the members of Public is witnessed to be affected greatly after introduction of National Speed Post Hubs and L 1 and L 2 hubs for Registered and Un-registered mails. Thus, India Post needs to adopt different strategy with a comprehensive corporate plan to secure the future of the Department and its employees.
4. Amendment of Indian Post Office Act with a view to legalize private courier services will certainly have an adverse impact on the monopoly of India Post in future. The proposed Postal Regulatory Authority will snatch away the monopoly of the Department in handling postal articles in future. When the main spirit behind the introduction of Post Office Act was aimed at having effective control of their dominions by the allies, introduction of a fresh Act to bring complete elimination of the private courier agencies is more desirable now for better national interest rather than a move to legalize their business activities.
5. The Strategic Plan of India Post includes, inter alia, “Neat, clean and spacious post offices “ and “Dynamic Queue Management”. Unfortunately, it is quite evident that most of the post offices especially functioning in rented buildings are highly below the prescribed schedule of accommodation . The mail, sorting, delivery and counter hall are witnessed to be functioning in a single room in most of the post offices. Similarly, the queue management system has been totally ignored in respect of the Project Arrow post offices under Phase – I and II. When customers are attending the counters at unpredictable places forming unstructured queues , high and standardized quality service is seriously affected. Thus the present Strategic Plan of India Post needs to be redefined so that India Post which has touched the lives of every citizen for more than 150 years will continue to enjoy the trust and support of its customers and stakeholders in future.
6. The vision of the Result Framework Document (RFD) for India Post (2011-12) specifies that its products and services will be the customers’ first choice. This can only be possible if India Post will promote its own mail, financial and insurance products instead of promoting the products and services of outside agencies, viz, ICICI Prudential, UTI etc More revenue will be earned if India Post does directly any business instead of doing through intermediaries as is being done for sale of Gold Coin. The trust of the general public with India Post need not be exploited in any manner failing which the future of India Post may be at stake.
7. In spite of recent hikes of the rates of interests in Post Office Small Savings Schemes twice, i. e. once from 01.01.2011 and once again from 01.04.2012, the same has still remained unexpectedly lower than its financial competitors affecting the S B transactions from which the Department earns nearly 48% of its total income. The Department does not find any financial autonomy and commercial flexibility to respond to market forces quickly and efficiently since it is functioning as a corporate agent of the Ministry of Finance. Full autonomy for operationalization of all POSB Schemes needs to be retained with India Post.
8. India Post aims at providing new and better services on par with global industry standards by computerizing and networking of all post offices using Central Server based system which may affect the present status of Head Post Offices and Accounts Offices. It is apprehended that the Department may attempt in future to decentralize the postal accounts shifting over to accrual basis accounting. When full computerization will make the post offices paperless, establishments like the Postal Stores Depots and Postal Printing Press in the present form may be redundant in future. Thus, India Post awaits a great structural redesigning in future.
9. The Technology Wing and Business Development Cell of India Post are neither managed by Technically and Management qualified personnel nor there is a plan for direct recruitment of such personnel from open market. Leading such wings by non-professionals may not bring the targeted result for which the Department is likely to suffer in future.
10. The basis of any policy of sustainability and growth, especially of labour intensive activities, is the productivity, capacity and morale of its personnel. But as seen, the employees at grass root level who are directly responsible for smooth implementation of all the policies and decisions are highly depressed. It is witnessed that increased productivity and higher performance are not receiving appropriate incentives in the Department and the interests of the workforce of India Post are not being safeguarded. The demands of the Staff Side with scientific approaches to meet the future challenges are either overlooked or totally sidelined and the department is blindly going ahead with unscientific proposals recommended by outside agencies. While progress is being expected and monitored by the Department through Public Private Partnership, avoidance to Staff Side is not at all a good sign for future progress of India Post.
Conclusion:
When the possibility of the existence of a civilized state cannot be conceived without the cooperation of this vast organization of effective communication which has legitimately conquered so important place in Indian social, political, religious, cultural and economic atmosphere, there can be no threat to India Post in future provided the Department works with the collective mindset of the employees, clients, customers and vendors paying due honour to their voice for rights, social protection and decision-making which are the basic components of economic growth since in the era of globalization, an organization will only sustain if it wins the confidence of all the stakeholders. Then only, the commitment of India Post to meeting the challenges of the economy and to ensure connectivity, communication and financial services to every citizen can be found feasible.
To conclude, it can only be said that since India Post has occupied the nervous system which transmits the words and thoughts of the nation, its significance can be better understood by visualizing its absence. All stakeholders should work consistently so that the existence of this vast organization may not be jeopardized.
India Post set to open first ATM in Bangalore
BANGALORE, INDIA: When you hear 'ATM', what is the first thing that you relate to it? I am sure, many of us, including me, relate it to savings bank ATM card.
How about an ATM card similar to a debit card/ATM card issued by a bank for postal account? Sounds different right?
Yes, the Department of Posts, in an effort to provide enhanced solutions to its customers is all set to launch the first Automated teller Machine (ATM) in Bangalore GPO premises shortly, through a core banking solution.
Last year, the department of post had announced that it has plans to set up 1,000 ATM centres at different post offices across the country, with an aim provide better customer service through IT enablement of business processes and support functions.
Implementing new banking solution enables postal department to offer all kinds of services that are offered by private banks to more than 200 million post office saving bank (POSB) account holders in 1.55 lakh post offices.
When CIOL enquired about the launch of India's first India Post ATM, an official concerned with the Bangalore post office said, on condition of anonymity, that the ATM facility will be launch shortly with good features.
He further added that the postal ATM card enables POSB account holders to withdraw money from any bank ATM, provided they have enough savings.
"POSB account holder need not rely only on Post Office ATMs," he added.
Recently, TCS announced that it had bagged a Rs 1,100 crore, six-year contract from the Department of Posts to provide end-to-end IT modernisation program to equip India Post with modern technologies and systems to enable it to serve more services to more customers, in an effective manner.
The IT modernisation project dubbed 'India Post 2012' will help the department achieve a wider reach among the Indian population through increased customer interaction channels and through n
Patches for known issue in Sanchay Post Module...
Error Description
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Patch file
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Primary key violation error in Regeneration of files for SO form in online module at HO
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Difference in live accounts data between DET and DBAnalyzer
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Primary key violation error in Project Arrow forms in online module
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Primary key violation error in RD - Account Close by BO form in online module
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Availability of multiple signatures for a single account
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NREGAEMO database error while logging into online module / invalid user 'nrega' in DBAnalyzer
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Unable to update common form number error in online module
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Cannot alter previous day’s transactions error in SOSB module
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Longer time taken for processing of forms in online module
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Data entry module could not be opened due to wrong password
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Run patch for NSC / KVP error while issuing / discharging certificates in online module
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Database tampered - Rows conflict error in negative list updation
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NREGS tables are not available in POST / SO databases
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NREGS job card renewal to be performed
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Invalid pincode error while discharging certificates in online module
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Primary key violation error (pending status) in RD deposit form
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Forms pending error during day end even though no forms are pending for authorisation
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Primary key violation in ‘account open through agent’ table while performing RD bulk posting
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Invalid object name error while viewing Agent reports
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Stored procedures missing in POST / SO databases and Error while viewing passbook for RD accounts
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Patch cannot be run from client system while running 'Patch for SPUser' during fresh installation
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Superuser password forgotton
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Missing tables in POST / SO databases
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Database tampered error in negative list updation
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Form 'Regeneration of files for HO' missing in online module in Sos
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Email issues related to this software to sblansupport@hotmail.com
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Software Development Centre
O/o the Chief Postmaster General
Tamilnadu Postal Circle
Chennai - 600002
Phone: 044-28524482
O/o the Chief Postmaster General
Tamilnadu Postal Circle
Chennai - 600002
Phone: 044-28524482
Abolition of Posts - Legal Position
As per the orders issued by the Government of India in 2001 for abolishing posts as per screening committee recommendations, only 2/3 direct recruitment vacancies should be abolished. Promotional Posts should not be abolished. Based on this order NFPE Kerala filed a case in CAT Ernakulam against abolishing Postmen & Group ‘D’ posts, as these posts arepromotional posts of GDS employees. Department argued that promotion from GDS to Postman/MTS is direct recruitment and not promotion. But CAT has not accepted Department arguments. CAT, Ernakulam bench delivered a Judgement that promotion from GDS to Postman/MTS is not direct recruitment but promotion. CAT Directed CPMG not to abolish Postman/MTS posts and to fill up all the posts by promoting GDS.
Department went on appeal to High court Kerala. But High Court confirmed CAT order. Accordingly in Kerala circle all the promotional posts of GDS were filled by promoting GDS. Based on the same order now P4 CHQ and GDS (NFPE) have filed a case in Principal CAT and obtained stay order from abolishing Postmen & MTS posts.
Some comrades are asking why abolition of PA/SA posts cannot by stayed. Department is not abolishing the promotional posts in the PA and SA cadre (LGOs vacancies). But they are abolishing direct recruitment vacancies only.
Eranakulam CAT order is not applicapable to Direct recruitment vacancies. It is applicable to promotional vacancies only. In the PA/SA cadre there is no promotional vacancy for GDS in the oustide quota (Direct Recruitment Quota). This is the legal position. There is no chance for getting stay order for PA/SA direct recruitment post as it is not promotional post. This is the legal advice received by us.
NFPE and CHQ has protested against the abolition of Posts, but Department of posts is taking a stand that eventhough they have tried best to get exemption from abolishing direct recruitment posts, the Government of India has not granted any exemption and hence the Direct recruitment vacancies recommended by screening committee up to 2008 have to be abolished. From 2009 onwards there is no abolition of posts and all the vacancies can filled up as per the orders of the Department.
Regarding postmen and MTS abolition, the abolition is stayed on Technical grounds stated above because the CAT Ernakulam has clearly ruled that promotion from GDS to Postman & MTS is not direct recruitment.
CADRE RESTRUCTURING
“JUSTICE DELAYED IS JUSTICE DENIED”
The sixth CPC in para 1.2.13 of its report under the caption “Cadre Review” made the following observations – “Accordingly, as a matter of policy, the commission refrained from undertaking specific cadre reviews, that in any case need to be carried out within an institutional frame work”. Govt. of India has accepted the above recommendations of the Sixth CPC. Subsequently the Govt. has issued detailed instructions to all Ministers and Departments to undertake the process of Cadre Restructuring within their institutional frame work.
Accordingly, Cadre restructuring committees are constituted in most of the departments with the representatives of the staff-side. In Railways, the process is completed and waiting for approval of the Ministry, in Income Tax the proposal is awaiting Cabinet approval, in Central Secretariat orders in respect of certain cadres already issued. In many other small departments also the process is nearing completion.
In the Postal department the cadre restructuring of Group-C, Postmen, Mail Guard and MTS is long overdue. Department and Govt. implemented many cadre restructuring schemes for Group- A and Group-B cadres. In the Group-C, Postman, Mail Guard & MTS cadre, the supervisory responsibilities are totally undermined after the introduction of TBOP and BCR scheme. The then existing Supervisory structure in each cadre was not properly nurtured and not improved to carry out the higher Supervisory responsibilities in tune with the changing technology. The supervisory posts in certain cadres are totally dismantled. There is absolute justification for restructuring the entire cadres. But the attitude of the Postal Board is totally negative despite several written assurances.
The Staff-side comprising NFPE and FNPO raised the issue of cadre restructuring in the charter of demands for the indefinite strike from 13.07.2010 In the marathon discussion held on 12.07.2010, the Secretary, Posts assured as follows in the minutes – “A committee comprising DDG (Estt.), DDG (P), and Director (SR) and three members of the Staff side, to be nominated by them, will be constituted to examine proposals in detail and submit recommendations. The entire process is to be completed before the close of the year i.e., 31-12-2010”. Again during the strike charter discussion on 01-07-2011, the Secretary, Posts gave the following assurances in the minutes – “The demand of the staff-side regarding cadre restructuring was discussed and the Chairperson agreed to reconstitute the committee under the Chairmanship of DDG(P), the Committee will finalize the proposals before 31-08-2011. Again on 12-01-2012 the Secretary, Posts assured that – “the Staffside expressed their concern about undue delay in finalization of the proposal on which the Chairperson desired finalization of this process by 31st March, 2012. It was assured that timelines would be adhered to”.
As regards restructuring of Postal Accounts it was informed that the proposal was cleared by JS & FA and stands referred to Secretary, Posts. It was also decided to have a separate Committee for MMS staff under the Chairmanship of Ms. Sandhya Rani, PMG(BD), Andhra Circle and with Director (MV) as other official members. The staff side members are also included. The committee was directed to submit its report within three months.
Assurances after assurances are given by none other than Secretary, Posts but nothing materialized. Finally as an insult to injury, the cadre restructuring proposal of Postal Accounts which is already been finalized by the Committee is returned to the PA wing of the Directorate after keeping the file pending for more than one year, stating certain irrelevant issues which has no relevance on the cadre restructuring proposal of Postal Accounts Staff. Similarly, in the status Report on the items included in the memorandum submitted by the Postal JCA on 01-04-2013, it is informed as follows : “DDG(P), Chairman of the Committee informed that he has submitted his report on 06-11-2012 to the DDG (ESTT.). He has been requested to submit full report with enclosures duly signed by the Committee Members….!!!!! Nothing is mentioned about the Postal Accounts wing. Regarding MMS, it is informed that the report is submitted is under process. All the cadres including PA, SA, Postman, Mail Guard, MTS, Admn. Staff, Postal Accounts, MMS, System Administrators, accountants, Postmasters cadre, SBCO etc., are all eagerly waiting for the outcome of the cadre restructuring.
Thus it can be seen that the lethargic and indifferent attitude of the Official side members of the Committee and the unhelpful attitude of the Postal Board is the root cause of the delay.
