Sunday 31 December 2017
60432 Vacancies in India Post; Replied in Rajya Sabha
By CT Desk on December 30, 2017
GOVERNMENT OF INDIA
MINISTRY OFCOMMUNICATIONS
DEPARTMENT OF POSTS
RAJYA SABHA
UNSTARRED QUESTION NO.867
TOBE ANSWERED ON 22 ND DECEMBER ,2017
VACANCIES IN POST OFFICES OF KARNATAKA
867. SHRI K C RAMAMURTHY
Will the Minister of CMMUNIATIONS be pleased to state
a) Whether it is a fact that there are more than 2000 vacancies of Postmsters, Supervisors, Postal assistants, Postmen, etc., in the state of Karnataka, if so, the details thereof. circle-wise.
b) howPostal services are impacted by such huge vancies; and
c) since how long the above are lying vacant and the steps taken by the Minister to fill up all the vacancies?
By CT Desk on December 30, 2017
GOVERNMENT OF INDIA
MINISTRY OFCOMMUNICATIONS
DEPARTMENT OF POSTS
RAJYA SABHA
UNSTARRED QUESTION NO.867
TOBE ANSWERED ON 22 ND DECEMBER ,2017
VACANCIES IN POST OFFICES OF KARNATAKA
867. SHRI K C RAMAMURTHY
Will the Minister of CMMUNIATIONS be pleased to state
a) Whether it is a fact that there are more than 2000 vacancies of Postmsters, Supervisors, Postal assistants, Postmen, etc., in the state of Karnataka, if so, the details thereof. circle-wise.
b) howPostal services are impacted by such huge vancies; and
c) since how long the above are lying vacant and the steps taken by the Minister to fill up all the vacancies?
Friday 29 December 2017
DECEMBER 29, 2017
Year End Review-2017: Ministry of Communications : Important Achievements of Department of Posts
1. Implementation of Core Banking Solutions in the Department of Posts
Overview:
• The Post Office Savings Bank (POSB) was started in 1882 to facilitate small savings in the country. It operates as an agency of the Ministry of Finance and caters to the basic savings needs of the citizens.
• All the 1.55 Lakh Post Offices in the country provide the basic banking products of the POSB. Of these 25,353 are departmental Post Offices which are manned by the regular government employees.
• At the end of March 2017, there were35.62 Cr live accounts with a balance of Rs. 5,32,338 Crore and Savings certificates with an outstanding balance of Rs. 1,98,935 Crore
• The Post Offices were operating on a standalone software which operated in a closed environment.
• Many value added services like ATMs, inter branch banking, Internet and mobile banking, DBT etc were not available to the POSB customers
Challenges faced:
• Though an impressive customer base, the banking services were not upto industry standards.
• As the complexity of services grew, it became difficult to monitor it on the old system.
• Government schemes of DBT, financial inclusion and social security could not be serviced on the old software.
• Modern payment systems like Debit cards, AEPS, APBS, Internet and mobile banking were not available.
• Thus there was an urgent need for introduction of a Core Banking Solution (CBS) software in the POSB at par with the banks.
Initiative:
• The project of CBS was conceived as a part of the overall IT modernization project 2012 of the DoP. The project aimed to introduce CBS in all the 25,353 departmental Post Offices.
• The sheer size of the number of offices, the data to be migrated, connectivity and the tight timeline were the biggest challenges to be overcome.
• The RFP for this was floated on 21.12.2010 and was awarded on 12.03.2012
• Special teams were formed at the Directorate, Chennai and all the administrative units to take this up in a project mode.
• The huge data was cleansed, verified, checked and rechecked to avoid any errors in migration to the new system.
• Efforts were made to verify all the passbooks of the customers one at a time to verify their balances.
• Infrastructure was upgraded wherever required to support the software.
• Monitoring played a key role in the project. Regular reports, Video Conferences, meetings, field visits and web based monitoring was used extensively to track the progress.
• A big task was change management, internal communication and training of more than one lakh employees in the new software. This was managed through training in the Postal Training Centres, Work Place training Centres, Regional, Circle and Divisional Office levels. Officials were provided handholding by internal teams to make them feel comfortable.
• Frequent interactions were arranged for the employees, unions and officers to listen to their grievances and give them the ownership of the project.
• With this preparation in the background, the first Post Office of the country, Greams Road, Sub Post Office was migrated to CBS on 16.12.2013
Key results:
• 23,424 out of a total of 25,353 (92%) Post Offices are on the CBS platform as on 11/10/2017. Thus the POSB is the largest entity in the country on the CBS platform surpassing all the banks. This feat was achieved in less than four years.
• A total of 37.62 Cr accounts and 31.79 Crore savings certificates are on the CBS platform for anywhere banking as of 11/10/2017.
• 991 of the proposed 1000 ATMs are functional in the country. The ATMs are interoperable with other banks.
• Customers can access their CBS POSB account from anywhere in the country
• Greater visibility of transactions for better reporting and monitoring.
• Internet and Mobile banking in closed environment is ready for roll out.
Impacts:
• A significant step towards financial inclusion as all these CBS accounts can be used for MGNREGS, DBT, social security pensions and other programs of the Government of India. CBS can also be integrated with AEPS and APBS.
• The data and CBS environment is ready for providing CBS based services even to the rural areas through handheld devices in 1.3 lakh Branch Post Offices.
• Introduction of operational hygiene and system at par with other banks.
• Saving of time for the customers as the transactions are online and happen in real time.
• Provision of alternate banking channels like ATMs, Internet and Mobile banking to customers.
• Services like RTGS, NEFT, POSB debit cards at POS as digital payments, full fledged internet and mobile banking can be provided with India Post Payment Bank (IPPB) in near future.
2. Postal Life Insurance (PLI)
Overview:
• Postal Life Insurance (PLI), introduced in 1884, is one of the oldest life insurance schemes for benefit of Government and semi-Government employees. Rural Postal Life Insurance (RPLI), introduced on March 24, 1995 on recommendations of Malhotra Committee, provides insurance cover to people residing in rural areas, especially weaker sections and women living in rural areas.
• There are six life insurance plans, both in Postal Life Insurance (PLI) and Rural Postal Life Insurance (RPLI), as given below:-
Sl No.
PLI
RPLI
1.
Whole Life Assurance (Suraksha)
Whole Life Assurance (Gram Suraksha)
2.
Endowment Assurance (Santosh)
Endowment Assurance (Gram Santosh)
3.
Convertible Whole Life Assurance (Suvidha)
Convertible Whole Life Assurance (Gram Suvidha)
4.
Anticipated Endowment Assurance (Sumangal)
Anticipated Endowment Assurance (Gram Sumangal)
5.
Joint Life Assurance (Yugal Suraksha)
10 Years RPLI (Gram Priya)
6.
Children Policy (Bal Jeevan Bima)
Children Policy (Bal Jeevan Bima)
• Low Premium and High Bonus is the unique feature of PLI and RPLI schemes.
• At the on March 31, 2017, there were 46.8 lakh PLI and 146.8 lakh RPLI policies across the country with aggregate sum assured of Rs 1,13,084.81 crores and 83,983.46 crores respectively.
• All 1.55 Lakh Post offices in the country (including 1.25 Branch Post Offices in rural areas) provide the services of Postal Life Insurance (PLI) and Rural Postal Life Insurance (RPLI) .
Challenges faced :
• Competitive Scenario in Life Insurance Industry after liberalization of Insurance sector pursuant to setting up of IRDAI in 2000.
• Limited clientele base of Postal Life Insurance.
• Inadequate budgetary provisions for payment of incentive/commission to PLI/RPLI sales persons.
• Lower maximum limit of sum assured in PLI and RPLI
Initiatives:
• The insurance industry in India has undergone transformational changes after liberalisation of the insurance sector in the year 2000, subsequent to setting up of the insurance regulator Insurance Regulatory and Development Authority of India (IRDAI). In such a competitive scenario, Postal Life Insurance (PLI) / Rural Postal Life Insurance (RPLI) has taken certain important strides to redefine itself as detailed below :
(i) Increase in Sum Assured Limit of PLI / RPLI policies :
The maximum limit of life insurance (sum assured) has been increased to Rs 50 lakhs in case of PLI and Rs 10 lakh in respect of RPLI policies.
(ii) Technology Induction :
All the PLI / RPLI operations have been automated under the FSI project. Keeping in tune with any - time and any - where insurance, Core Insurance Solution (CIS) has successfully been inducted in 808 HOs and 25,464 SOs all over the country. Under Core Insurance Solution, following facilities are available to insurants :
· Development of web portal allows customers to view and carry out transactions related to their PLI policies on real time basis.
· Convenient premium payment option to insurants and real time updation of premium payment in policies.
· Generation of SMS alerts like premium due, premium payment, maturity due etc.
· Anytime any-where servicing of PLI policies. All insurance policies will be stored electronically for easy retrieval and quicker customer service fulfilment from anywhere in the country.
(iii) Expansion of Clientele Base of PLI :
It has now been decided that benefits of PLI will no more be confined to Government and semi-Government employees, but will also be available to professionals such as Doctors, Engineers, Management Consultants, Charted Accountants, Architects, Lawyers, Bankers etc. and to employees of listed companies of NSE (National Stock Exchange) and BSE (Bombay Stock Exchange). The decision has been taken to enlarge the cover of social security and bring maximum number of people under the protection of Postal Life Insurance (PLI).
(iv) Launch of Sampoorna Bima Gram (SBG) Yojana:
• Under Sampoorna Bima Gram (SBG) Yojana, at least one village (having a minimum of 100 households) has been identified in each of the revenue districts of the country, wherein endeavour will be made to cover all households of that identified village with a minimum of one RPLI (Rural Postal Life Insurance) policy each. Coverage of all households in the identified Sampoorna Bima Gram village is the primary objective of this scheme.
• It has also been decided to extend the coverage of SBG Yojana in Adarsh Grams adopted by Members of Parliament.
• This scheme will go a long way in increasing the insurance penetration in rural India as well as enhancing the financial inclusion of rural populace.
Key results:
(i) Increased Business Performance of PLI and RPLI:
There has been a consistent growth in the new business procured (premium income) and average sum assured in respect of PLI and RPLI policies:
Year
Premium Income (PLI) (in Rs Crores)
Average sum assured per policy (PLI) (in Rs lakhs)
Premium Income (RPLI) (in Rs Crores)
Average Sum Assured per policy (RPLI) (in Rs lakhs)
2016-17
7233.89
5.20
2120.02
1.83
2015-16
6657.03
4.86
2012.17
1.03
2014-15
5963.46
4.41
1983.95
0.97
(ii) High Reversionary Bonus:
PLI and RPLI policies have the unique distinction of paying high bonus and low premium as compared to other life insurers in India, as detailed below :
Year
PLI
RPLI
Rate of Bonus for Rupees those sum assured per annum
Rate of Bonus for Rupees those sum assured per annum
EA
WLA
AEA
EA
WLA
AEA
31.03.2015
58
85
53
50
65
47
31.03.2014
58
85
53
50
65
47
31.03.2013
58
85
53
50
65
47
The bonus rates given above are highest in Indian life insurance industry.
(iii) Growth in Asset Under Management (AUM) /Investment Functions of PLI / RPLI Fund :
With effect from November 2009, management of PLI / RPLI funds is done in-house in accordance with IRDAI(Investment) Regulations, as amended from time to time. Details of AUM for last three years are furnished below:
As on Date
PLI Fund
(in Rs Crores)
RPLI Fund
(in Rs Crores)
Total AUM with Fund Managers (in Rs Crores)
Frozen Corpus
(in Rs Crores)
Total Corpus
(in Rs Crores)
31.03.2017
39,975.94
16,113.55
56,089.49
20,893.68
76,983.17
31.03.2016
31217.12
13566.25
44783.37
20,893.68
65,677.05
31.03.2015
24740.33
11337.57
36077.90
20,893.68
56,971.58
Impacts:
• A significant step towards providing affordable life insurance coverage of Postal Life Insurance (PLI) to professionals such as Doctors, Engineers, Management Consultants, Charted Accountants, Architects, Lawyers, Bankers etc. and to employees of listed companies of NSE (National Stock Exchange) and BSE (Bombay Stock Exchange).
• Sampoorna Bima Gram (SBG) linking with Saansad Adarsh Gram will result in increase in insurance penetration in India along with enhanced financial inclusion.
• Improved operational and technological system in sale and after sales of PLI and RPLI under Core Insurance Solution
• Providing ease in policy purchase and after sales service to customers
• Providing options for purchase of high value PLI/RPLI policy
• Decentralization of PLI/RPLI service at the door step of customers at CPC co-located at Head Post Offices.
3. Leveraging Post Offices as Passport Seva Kendra
Overview:
In view of greater mobility of Indian population in search of education, better work opportunities and other social commitments, passport has become a necessary document which everyone is requiring to obtain. The Ministry of External Affairs has 38 Passport Offices and 93 Passport Seva Kendras operating across the country to provide these services to the applicants. The Ministry of External Affairs (Government of India) has provided 1.15 crore passports and related services during the calendar year 2016.
In view of the increased demand and inability of these 93 centres to cater to the needs of people located at distances, the Ministry of External Affairs in collaboration with Department of Posts has decided to leverage the post office network to help make available the passport related services in all the states by establishing Post Office Passport Seva Kendras (POPSK). This joint venture started on 25.1.2017 at Metagalli Post Office, Mysuru, Karnataka and Dahod Head Post Office, Gujarat which were inaugurated by the Hon’ble Minister for Chemical and Fertilizers Shri Ananth Kumar and Gen (Dr.) V.K. Singh, Hon’ble Minister of State for External Affairs respectively.
In the budget speech of the 2017, the Union Finance Minister Shri Arun Jaitley announced that:-
“Our citizens in far flung regions of the country find it difficult to obtain passport and redress passport related grievances. We have decided to utilize Head Post Offices as the front office for rendering passport services”.
Consequently, it was agreed to setup 235 Post Offices Passport Seva Kendra in various parts of country in a phased manner out of which 86 POPSKs will be set up in 1st phase and 149 POPSKs will be set up in 2ndphase.
Initiatives:
Notwithstanding the constraints and keeping in mind that POPSK will serve the citizens at large, Department of Posts has tried its best to move ahead for opening of POPSKs.
Key Results:
Of the 86 POPSK agreed in 1st phase, 59 POPSKs are functioning in camp mode and remaining 27 are various phase of readiness. Around 3.75 lakh passport appointments have been processed through these POPSKs.
Impacts:
The POPSKs has brought convenience to the citizens by making passport services available in their vicinity through Post Offices and save them from travelling long distances for obtaining a Passport. This has also increased footfall in the Post Offices.
Challenges:
Taking this project forward, the challenges faced by the Department are:-
· India Post is now expanding services to include India Post Payment Bank (IPPB) and regular postal operations like Post Office Savings Bank, counter operations, e-payment etc., there is a constraint of space as in most Post Offices space is based on the schedule of accommodation and to make 1000 sq. ft. for Passport Seva Kendras out of the existing space is sometimes difficult.
· Identifying and making available Verifying Officer (VO) and Granting Officer (GO) in every POPSK who are with a grade pay of Rs.4600/- is becoming difficult as there has been a ban on recruitment for a couple of years and many posts in that grade still remain unfilled.
· To open a POPSK at every 50 kilometers
· Training of postal officials identified as VO and GO on sovereign as well technical functions
· Considering the response received by the POPSKs in camp mode, capacity will required to be enhanced.
· Financials to be formalized.
· Project to be institutionalized by way of an MoU between DoP and MEA.
· Upgradation of POPSKs from camp mode to full-fledged Passport Seva Kendra
Despite the various challenges, in view of the fact that the Post Office Passport Seva Kendra will be meeting the needs of the citizens at large, the available buildings and spaces are being repaired, spruced up with a standardized look and feel in order to make them available as POPSKs, at the locations as agreed to by Ministry of External Affairs and Department of Posts. This would increase the footfall of customers at the post office and would create a win-win situation.
4. CPMG, Ahmedabad: Success Story
(I) Collection of the Examination & Recruitment fee under e-Payment :
Overview:
In Gujarat Circle, e-Payment service was launched in the year 2006 and presently available at 1,341 post offices throughout Gujarat Circle. It is a smart option for the businesses and organizations to collect their bills or other payments on-line through post office network.
Challenges faced:
· Network Connectivity
· e-Payment Data remains non-transfer to central server.
· NEFT/RTGS not available.
Initiatives:
• Gujarat Govt. had implemented e.Governance Project for recruitment of various cadres through online NIC, Gandhinagar.
• Gujarat Circle approached to Govt. of Gujarat for offering our e-Payment service for collection of Exam fee.
• Collection of Examination / Recruitment fees of various State Govt. Departments / Organizations through Department Post Offices were offered for entire state.
• NIC, Gandhinagar created OJAS (Online Job Application System) Web Portal for this purpose. With Co-ordination of NIC and State Government, MIS System has been developed & created User-IDs and Password for all Departmental Post Offices as well as Circle, Regional & Divisional level Login for monitoring.
• On receipt of request from recruitment department, Biller ID of the respective Department is being created & suitable instructions with details of duration, last date of acceptance of fees, Amount of fees, particulars of Biller ID etc. are being conveyed. Training in this regard for all staff also arranged up to all level.
• Rs.12/- (Rs.10/- + Service Tax, now GST) for each collection of fees collected under ePayment from the candidate.
Key results:
Revenue Performance of the Project :
Period
No. of Transaction
DOP Revenue (Rs. In Cr.)
2015-2016
16,40,022
1.91
2016-2017
15,72,188
1.83
2017-2018 (Up to Sept-2017)
5,84,345
0.60
Ø Revenue probability for the year 2017-2018 is Rs.2.00 Crore.
Ø Other work under ePayment:
• Tie up with Gujarat State Petroleum Corporation (GSPC) and Sabarmati Gas Company Limited (SGL) (Govt. Undertaking) for collection of Gas Bill amount under e-Payment.
• Initial GSPC bills collection started during 2012 -13 with a monthly average of 38,600 reached to 67,500 bills during 2016-17.
Ø Collection of Admission / Course / Convocation form fee under e-Payment: Tie up with the following Universities for collection Admission / Course fee and Convocation form & fee :
1. Gujarat University : Physical Application of external Courses & Fee
2. Dr. Baba Saheb Ambedkar Open University (BAOU) : Admission fee for various Courses/ Semester
3. Veer Narmad South Gujarat University, Surat: Physical convocation forms and fees.
Name of University
Revenue
2015-16 (in lakh)
Revenue
2016-17(in lakh)
Gujarat University, Ahmedabad
21.55
25.43
Dr. Baba Saheb Ambedkar Open University, Ahmedabad
0.38
1.04
Veer Narmad South Gujarat University, Surat
6.00
4.38
Impacts:
“Student’s Enrolments were increased up to three times in comparison of pre system, rather than post system of e-payment”
-Prof. Shri M N Patel, Vice Chancellor, Guj. University
(II) Distribution of Prize Money to the Winners of Khel Mahakumbh through e-Money Order.:
Overview:
Ø Khel-Mahakumbh is a prestigious annual sporting competition conducted every year since 2010 by State Government (Department of Sports Youth & Culture, Sports Authority of Gujarat (SAG), a registered trust of the Government is an implementing body).
Ø The Prize money to the winner of Event were being distributed since 2010 through relevant Coach Manager/Institute/School etc. In the year, 2014 it was with ICICI Bank .
Challenges Faced:
· In some cases prize amount is more than Rs.5,000/- under this situation we have no other option but to split the Amount in 2(Two) eMOs.
· The Revision of present ceiling of Rs.5,000/- is Essential
Initiatives:
Ø With the convincing approach for delivery of Prize Money in the hands of actual winner of the game, it was agreed to assign DOP from 2015.
Ø Over 40 lakh participants across Gujarat are registered during 2016.
Ø The competition is being organized from Village to State level, during January to March every year & Registration carried out from September to November of the preceding year.
Ø Total 27 Games covered under this mega sporting competition apart from Divyang in four categories by covering all age groups for all events.
Ø Every District Sports Officer is sending particulars of the winners along with amount directly to the Nodal Post Office i.e., Ahmedabad GPO maintaining continuous Serial No. in XML format for bulk booking of eMO.
Ø Ahmedabad GPO is nominated as Nodal PO for booking of bulk eMOs under One to Many (OTM) option and is evolving monitoring cell for close and strict monitoring on division wise transmission of e.MOs up to updating of payment status by segregating & supplying division wise information to the concerned division across the circle. Each eMO so taken into the system will be assigned a computer generated PNR number.
Ø Co-ordination team of dedicated officers at GPO/CO level for monitoring purpose.
Key results:
Performance of the Project:
Year
No. of eMO
eMO Value (in cr.)
DOP Com. (in cr.)
Total (in cr.)
2015-16
1,67,316
Rs.29.74
Rs.1.48
Rs.31.22
2016-17
1,77,208
RS.30.75
Rs.1.53
Rs.32.29
Ø Revenue probability for the year 2017-2018 is Rs.1.75 Crore.
Impacts:
1. Additional source for revenue generation for the Department
2. Distribution of prize money through representative / Banks diverted to India Post.
3. Prompt and Transparent distribution of Prize Money in the hands of actual winner.
(III)Distribution of Scholarship:
Overview:
Scholarship accounts were opened throughout Gujarat Circle. There were 2,64,621 accounts opened in different post offices of Gujarat Circle. These accounts were required to be verified before they can process the grant in these accounts. It was a very gigantic task. Gujarat CPC has referred the case to CEPT for getting the data dump so that the accounts can be verified electronically.
Challenges faced :
The data dump was not made available by the CEPT due to some technical reasons. It was suspected that all these accounts will be transferred to Bank if the task is not completed within short period of time. To enter the each and every account in Finacle and check it required lots of time and manpower. State Government had given only 10 days’ time for verification of accounts.
The second big challenge after verification of these accounts was that the fund in these accounts will be transferred electronically by the nodal banks using NEFT platform. After taking up the matter with CEPT, it was cleared that NEFT platform is not yet made functional in Department of Post.
Initiatives:
In Gujarat CPC we have kept the data of interest statement shared by the CEPT. The data was processed and stored in SQL server. Hence the verification work of these accounts was carried out electronically by matching the data of interest statement and the data provided by Government of Gujarat using the tool developed by Shri Miral Khamar, ASP CPC & Mukesh Parmar, System Admin, CPC Gujarat, total 252338 accounts were verified electronically. The rest 12283 accounts could not be verified as the data dump was available upto March 2017. These accounts were verified by entering individual account number in finacle. All the Staff of CPC was utilized for the purpose. Verification of the account was completed within three days by working in long shifts. To find solution of posting in these accounts, state Government authority was assured that as soon as we receive the data of account numbers and draft we will process the data within two days and detail report will be shared with them. Hence officials of State Government were convinced in the meeting for arranging to give the list of account numbers along with the amount to be deposited for scholarship with draft/cheque.
Key results:
After a constant follow up, drafts were collected from all the nodal banks proactively and the same was processed at Ahmedabad GPO and all the accounts for which grant was given were posted with the amounts.
Impacts:
The main impact of this task was that we could save around 2.60 lakhs account to go to silent. Moreover, since the money is deposited in the beneficiary’s accounts, it has provided with the opportunity to grab the business of accounts in these field.
5. CPMG, Karnataka Circle: Success Story
OVERVIEW:
• Based on the requirement of the eCommerce companies and their end customers, Circle had experimented SAME DAY DELIVERY of eCommerce shipments through Speed Post in Bangalore.
• The system was aimed at booking at centralized office, dispatching of the consignments to the delivery post office and updating the status of delivery or otherwise on the same day of receipt.
• The system of SAME DAY DELIVERY of articles commenced in the month of December 2014 covering 12 PINCODEs in Bengaluru city. Separate booking unit for this facility commenced w.e.f 07.04.2015 in Bangalore GPO and has been extended to 94 pincodes as on date.
• The delivery area of 94 PINCODEs are covered by 39 Nodal Delivery Centre’s in Bangalore for delivery of the consignments.
• Shipments received from Amazon (till morning 0900 hours) are booked and dispatched to the NDCs by 1300 hours and delivered in the afternoon & delivery status is updated on the same day by 2000 hours. This is a twelve hour process cycle.
• The booking and dispatch of the same day delivery consignments are attended at Bangalore GPO.
CHALLENGES:
• The Nodal Delivery centre’s were already handling the total Speed Post delivery volume in Bangalore.
• The delivery staff were required to be trained for attempting and delivering the speed post consignments on the same day of receipt.
• Though the delivery was happening the updation of the delivery information was not taking place at the delivery post offices.
• Maintenance of 98% delivery performance benchmark.
• The varying sizes of the parcels received for delivery and its handling.
INITIATIVES:
• An exclusive team of GDS were poolled at different NDC’s for delivering Amazon same day delivery articles.
• These GDS were sensitized to attempt deliveries, calling the customers before attempting the delivery and updating the status at the end of the day.
• The importance of flow of information from the delivery end to the customer by way of updating the delivery status in the Speed Net was emphasised among the delivery staff and the officials handling Amazon SDD articles.
• Monitoring mechanism at Circle Office was devised and daily report from the Divisions were called for and a consolidated Daily Performance Review Report with observations of the CO if any were sent back to the Divisions for taking corrective actions wherever found necessary.
• During peak seasons when the volumes would be higher, circle monitoring team had direct interaction with the delivery units and delivery staff to ensure the issues at ground level was addressed to maintain the delivery performance at 98%.
• The Divisional heads were directed to take on the spot decisions for engaging private vehicles or divert the available resources to the needy offices depending upon the volume of mails received for delivery at the particular delivery centre.
• National Account facility was extended to Amazon with higher rebate.
KEY RESULTS:
• The performance under same day delivery system was constantly maintained at 98%.
• The daily average volume for Same Day Delivery increased from 100 articles to 2000 articles per day.
• Total volume of SDD touched 7.5 Lakhs during the year 2016-17 and 3.2 lakh were delivered during 2017-18.
IMPACTS:
• The above arrangement has given a platform to the DOP to establish its strength for the SAME DAY DELIVERY which is one of the requirements of booming eCommerce industry.
• DOP secured market share of Same Day Delivery of the articles is established.
• The delivery of more than 11 Lakh articles in the city had helped to regain the positive impression about India Post delivery system.
• The youth segment are covered by the eCommerce deliveries and this volume in the metro city had better impacts among the minds of the youth who desire the articles to be delivered on the day of ordering itself.
• 3.5 Crore revenue is earned from SAME DAY DELIVERY.
6. O/o CPMG, West Bengal: Success Story
Overview:
A) E Commerce:
· West Bengal Circle, with a large number of 9074 post offices spread across 1,03, 921 sq. km of area, has revamped its collection and delivery operations. Besides the traditional services, the Circle has adapted to meet the growing needs of corporate customer and general members of public. To cater to the demands of the market, the Circle has introduced parcel delivery for its corporate E commerce clients.
· The Circle has enrolled as many as 46 e-commerce companies both National as well as local players ..
· Mechanized delivery of parcels and large Speed Post articles are being done at the doorstep of the addressee by using vehicles.
B) Savings Bank:
· All the 9074 Post Offices in West Bengal Circle provide the basic banking products of the POSB. Of these 1,768 are departmental Post Offices which are manned by the regular government employees.
· At the end of March 2017, there were 2.69 Cr live accounts and 70.27 Lakh certificates issued and discharged from which total Rs.567.66 Cr. revenue has been earned.
· Out of 1768 post offices (H.O.+ S.O.) 1438 post offices migrated in CBS platform.
· Customers were demanding modern industry level services which were not possible in the Sanchay Post environment.
Challenges faced:
E-Commerce:
· Out of total 9074 post offices in West Bengal Postal Circle, 1111 post offices are in urban area and 7963 post offices are in rural sector. Since most of the post offices are in rural sector, speedy delivery of articles to the members of public and the uploading of delivery information in the system is a challenging task.
· As the customer behaviour has changed over the last decade, the buyers are more inclined to purchase products/ goods online and habituated to get prompt delivery at the doorstep.
· The two main requirement from the E-Commerce companies were:
a) over 90% delivery performance.
b) uploading of delivery information in the system.
Savings Bank:
· Though an impressive customer base, the Savings banking services were not upto industry standards.
· Government schemes of DBT, financial inclusion and social security could not be serviced in all Post offices due to non-availability of new software.
Initiatives:
E-Commerce:
· Mechanized delivery of parcels and large Speed Post articles i.e. a system of mechanized nodal delivery was introduced wherein parcels are delivery at the doorsteps of the addressee by using vehicles. This is functional at 35 nodal offices covering 117 Post Offices in Kolkata local TD area. Mechanized delivery is also available at Howrah, Hooghly, Siliguri, Port Blair and Gangtok. covering 24 post offices.
· In order to monitor and maintain high delivery performance the Circle Monitoring Cell has been set up .
· The Circle has also embarked upon providing one stop solution to its E-commerce customers by setting up E-commerce hub at Nabadiganta.which will function as booking, processing and despatch point for all parcels.
· Infrastructure was upgraded wherever required to support the software.
Savings bank:
· So far 1768 post offices out of 1438 has been rolled out under CBS platform and the CPC in the Circle office is fully functional.
· 64 interoperable ATMs have been installed in the Circle.
Key results:
E-Commerce:
· The Circle has captured as many as 46 e-commerce companies out of which Amazon, Flipkart and Naaptol are big players. Amazon had started its business with DoP, WB Circle in January 2016 and Naaptol in September 2016. The e-commerce segment, having generated approx. Rs 4.5 crore in 2016-17, is poised to touch a double-digit figure by the next year, having delivered half a million units already in the last year. There has been remarkable growth in the EP/BP parcels which is evident from the table below:
Year
Traffic
Total revenue of e-commerce parcels (in crore of Rs.)
15-16
71946
0.51
16-17
375608
2.23
17-18 (up to September’17)
262193
1.2
· The Circle has achieved a growth of 38% in 17-18 over 16-17 (up to September).
Savings Bank:
· In F.Y. 2017-18, W.B.Circle achieved Rs.586.75 Cr. SBCC Revenue out of target of Rs 765 Cr.
· At the end of September 2017, there were 14291654 SB accounts, 4601237 RD accounts, 4677066 MIS accounts, 2348909 TD accounts ,142398 PPF accounts and 636208 Sukanya Samriddhi accounts are in live.
Impact:
· A significant step towards capturing the new era market to generate more revenue through e-Commerce business.
· A significant step towards financial inclusion as all these CBS accounts can be used for MGNREGS, DBT, social security pensions and other programs of the Government of India. System can be integrated with AEPS and APBS.
· Saving of time for the customers as the transactions are online and happen in real time.
· Provision of alternate banking channels like ATMs, Internet and Mobile banking to customers.
Year End Review-2017: Ministry of Communications : Important Achievements of Department of Posts
1. Implementation of Core Banking Solutions in the Department of Posts
Overview:
• The Post Office Savings Bank (POSB) was started in 1882 to facilitate small savings in the country. It operates as an agency of the Ministry of Finance and caters to the basic savings needs of the citizens.
• All the 1.55 Lakh Post Offices in the country provide the basic banking products of the POSB. Of these 25,353 are departmental Post Offices which are manned by the regular government employees.
• At the end of March 2017, there were35.62 Cr live accounts with a balance of Rs. 5,32,338 Crore and Savings certificates with an outstanding balance of Rs. 1,98,935 Crore
• The Post Offices were operating on a standalone software which operated in a closed environment.
• Many value added services like ATMs, inter branch banking, Internet and mobile banking, DBT etc were not available to the POSB customers
Challenges faced:
• Though an impressive customer base, the banking services were not upto industry standards.
• As the complexity of services grew, it became difficult to monitor it on the old system.
• Government schemes of DBT, financial inclusion and social security could not be serviced on the old software.
• Modern payment systems like Debit cards, AEPS, APBS, Internet and mobile banking were not available.
• Thus there was an urgent need for introduction of a Core Banking Solution (CBS) software in the POSB at par with the banks.
Initiative:
• The project of CBS was conceived as a part of the overall IT modernization project 2012 of the DoP. The project aimed to introduce CBS in all the 25,353 departmental Post Offices.
• The sheer size of the number of offices, the data to be migrated, connectivity and the tight timeline were the biggest challenges to be overcome.
• The RFP for this was floated on 21.12.2010 and was awarded on 12.03.2012
• Special teams were formed at the Directorate, Chennai and all the administrative units to take this up in a project mode.
• The huge data was cleansed, verified, checked and rechecked to avoid any errors in migration to the new system.
• Efforts were made to verify all the passbooks of the customers one at a time to verify their balances.
• Infrastructure was upgraded wherever required to support the software.
• Monitoring played a key role in the project. Regular reports, Video Conferences, meetings, field visits and web based monitoring was used extensively to track the progress.
• A big task was change management, internal communication and training of more than one lakh employees in the new software. This was managed through training in the Postal Training Centres, Work Place training Centres, Regional, Circle and Divisional Office levels. Officials were provided handholding by internal teams to make them feel comfortable.
• Frequent interactions were arranged for the employees, unions and officers to listen to their grievances and give them the ownership of the project.
• With this preparation in the background, the first Post Office of the country, Greams Road, Sub Post Office was migrated to CBS on 16.12.2013
Key results:
• 23,424 out of a total of 25,353 (92%) Post Offices are on the CBS platform as on 11/10/2017. Thus the POSB is the largest entity in the country on the CBS platform surpassing all the banks. This feat was achieved in less than four years.
• A total of 37.62 Cr accounts and 31.79 Crore savings certificates are on the CBS platform for anywhere banking as of 11/10/2017.
• 991 of the proposed 1000 ATMs are functional in the country. The ATMs are interoperable with other banks.
• Customers can access their CBS POSB account from anywhere in the country
• Greater visibility of transactions for better reporting and monitoring.
• Internet and Mobile banking in closed environment is ready for roll out.
Impacts:
• A significant step towards financial inclusion as all these CBS accounts can be used for MGNREGS, DBT, social security pensions and other programs of the Government of India. CBS can also be integrated with AEPS and APBS.
• The data and CBS environment is ready for providing CBS based services even to the rural areas through handheld devices in 1.3 lakh Branch Post Offices.
• Introduction of operational hygiene and system at par with other banks.
• Saving of time for the customers as the transactions are online and happen in real time.
• Provision of alternate banking channels like ATMs, Internet and Mobile banking to customers.
• Services like RTGS, NEFT, POSB debit cards at POS as digital payments, full fledged internet and mobile banking can be provided with India Post Payment Bank (IPPB) in near future.
2. Postal Life Insurance (PLI)
Overview:
• Postal Life Insurance (PLI), introduced in 1884, is one of the oldest life insurance schemes for benefit of Government and semi-Government employees. Rural Postal Life Insurance (RPLI), introduced on March 24, 1995 on recommendations of Malhotra Committee, provides insurance cover to people residing in rural areas, especially weaker sections and women living in rural areas.
• There are six life insurance plans, both in Postal Life Insurance (PLI) and Rural Postal Life Insurance (RPLI), as given below:-
Sl No.
PLI
RPLI
1.
Whole Life Assurance (Suraksha)
Whole Life Assurance (Gram Suraksha)
2.
Endowment Assurance (Santosh)
Endowment Assurance (Gram Santosh)
3.
Convertible Whole Life Assurance (Suvidha)
Convertible Whole Life Assurance (Gram Suvidha)
4.
Anticipated Endowment Assurance (Sumangal)
Anticipated Endowment Assurance (Gram Sumangal)
5.
Joint Life Assurance (Yugal Suraksha)
10 Years RPLI (Gram Priya)
6.
Children Policy (Bal Jeevan Bima)
Children Policy (Bal Jeevan Bima)
• Low Premium and High Bonus is the unique feature of PLI and RPLI schemes.
• At the on March 31, 2017, there were 46.8 lakh PLI and 146.8 lakh RPLI policies across the country with aggregate sum assured of Rs 1,13,084.81 crores and 83,983.46 crores respectively.
• All 1.55 Lakh Post offices in the country (including 1.25 Branch Post Offices in rural areas) provide the services of Postal Life Insurance (PLI) and Rural Postal Life Insurance (RPLI) .
Challenges faced :
• Competitive Scenario in Life Insurance Industry after liberalization of Insurance sector pursuant to setting up of IRDAI in 2000.
• Limited clientele base of Postal Life Insurance.
• Inadequate budgetary provisions for payment of incentive/commission to PLI/RPLI sales persons.
• Lower maximum limit of sum assured in PLI and RPLI
Initiatives:
• The insurance industry in India has undergone transformational changes after liberalisation of the insurance sector in the year 2000, subsequent to setting up of the insurance regulator Insurance Regulatory and Development Authority of India (IRDAI). In such a competitive scenario, Postal Life Insurance (PLI) / Rural Postal Life Insurance (RPLI) has taken certain important strides to redefine itself as detailed below :
(i) Increase in Sum Assured Limit of PLI / RPLI policies :
The maximum limit of life insurance (sum assured) has been increased to Rs 50 lakhs in case of PLI and Rs 10 lakh in respect of RPLI policies.
(ii) Technology Induction :
All the PLI / RPLI operations have been automated under the FSI project. Keeping in tune with any - time and any - where insurance, Core Insurance Solution (CIS) has successfully been inducted in 808 HOs and 25,464 SOs all over the country. Under Core Insurance Solution, following facilities are available to insurants :
· Development of web portal allows customers to view and carry out transactions related to their PLI policies on real time basis.
· Convenient premium payment option to insurants and real time updation of premium payment in policies.
· Generation of SMS alerts like premium due, premium payment, maturity due etc.
· Anytime any-where servicing of PLI policies. All insurance policies will be stored electronically for easy retrieval and quicker customer service fulfilment from anywhere in the country.
(iii) Expansion of Clientele Base of PLI :
It has now been decided that benefits of PLI will no more be confined to Government and semi-Government employees, but will also be available to professionals such as Doctors, Engineers, Management Consultants, Charted Accountants, Architects, Lawyers, Bankers etc. and to employees of listed companies of NSE (National Stock Exchange) and BSE (Bombay Stock Exchange). The decision has been taken to enlarge the cover of social security and bring maximum number of people under the protection of Postal Life Insurance (PLI).
(iv) Launch of Sampoorna Bima Gram (SBG) Yojana:
• Under Sampoorna Bima Gram (SBG) Yojana, at least one village (having a minimum of 100 households) has been identified in each of the revenue districts of the country, wherein endeavour will be made to cover all households of that identified village with a minimum of one RPLI (Rural Postal Life Insurance) policy each. Coverage of all households in the identified Sampoorna Bima Gram village is the primary objective of this scheme.
• It has also been decided to extend the coverage of SBG Yojana in Adarsh Grams adopted by Members of Parliament.
• This scheme will go a long way in increasing the insurance penetration in rural India as well as enhancing the financial inclusion of rural populace.
Key results:
(i) Increased Business Performance of PLI and RPLI:
There has been a consistent growth in the new business procured (premium income) and average sum assured in respect of PLI and RPLI policies:
Year
Premium Income (PLI) (in Rs Crores)
Average sum assured per policy (PLI) (in Rs lakhs)
Premium Income (RPLI) (in Rs Crores)
Average Sum Assured per policy (RPLI) (in Rs lakhs)
2016-17
7233.89
5.20
2120.02
1.83
2015-16
6657.03
4.86
2012.17
1.03
2014-15
5963.46
4.41
1983.95
0.97
(ii) High Reversionary Bonus:
PLI and RPLI policies have the unique distinction of paying high bonus and low premium as compared to other life insurers in India, as detailed below :
Year
PLI
RPLI
Rate of Bonus for Rupees those sum assured per annum
Rate of Bonus for Rupees those sum assured per annum
EA
WLA
AEA
EA
WLA
AEA
31.03.2015
58
85
53
50
65
47
31.03.2014
58
85
53
50
65
47
31.03.2013
58
85
53
50
65
47
The bonus rates given above are highest in Indian life insurance industry.
(iii) Growth in Asset Under Management (AUM) /Investment Functions of PLI / RPLI Fund :
With effect from November 2009, management of PLI / RPLI funds is done in-house in accordance with IRDAI(Investment) Regulations, as amended from time to time. Details of AUM for last three years are furnished below:
As on Date
PLI Fund
(in Rs Crores)
RPLI Fund
(in Rs Crores)
Total AUM with Fund Managers (in Rs Crores)
Frozen Corpus
(in Rs Crores)
Total Corpus
(in Rs Crores)
31.03.2017
39,975.94
16,113.55
56,089.49
20,893.68
76,983.17
31.03.2016
31217.12
13566.25
44783.37
20,893.68
65,677.05
31.03.2015
24740.33
11337.57
36077.90
20,893.68
56,971.58
Impacts:
• A significant step towards providing affordable life insurance coverage of Postal Life Insurance (PLI) to professionals such as Doctors, Engineers, Management Consultants, Charted Accountants, Architects, Lawyers, Bankers etc. and to employees of listed companies of NSE (National Stock Exchange) and BSE (Bombay Stock Exchange).
• Sampoorna Bima Gram (SBG) linking with Saansad Adarsh Gram will result in increase in insurance penetration in India along with enhanced financial inclusion.
• Improved operational and technological system in sale and after sales of PLI and RPLI under Core Insurance Solution
• Providing ease in policy purchase and after sales service to customers
• Providing options for purchase of high value PLI/RPLI policy
• Decentralization of PLI/RPLI service at the door step of customers at CPC co-located at Head Post Offices.
3. Leveraging Post Offices as Passport Seva Kendra
Overview:
In view of greater mobility of Indian population in search of education, better work opportunities and other social commitments, passport has become a necessary document which everyone is requiring to obtain. The Ministry of External Affairs has 38 Passport Offices and 93 Passport Seva Kendras operating across the country to provide these services to the applicants. The Ministry of External Affairs (Government of India) has provided 1.15 crore passports and related services during the calendar year 2016.
In view of the increased demand and inability of these 93 centres to cater to the needs of people located at distances, the Ministry of External Affairs in collaboration with Department of Posts has decided to leverage the post office network to help make available the passport related services in all the states by establishing Post Office Passport Seva Kendras (POPSK). This joint venture started on 25.1.2017 at Metagalli Post Office, Mysuru, Karnataka and Dahod Head Post Office, Gujarat which were inaugurated by the Hon’ble Minister for Chemical and Fertilizers Shri Ananth Kumar and Gen (Dr.) V.K. Singh, Hon’ble Minister of State for External Affairs respectively.
In the budget speech of the 2017, the Union Finance Minister Shri Arun Jaitley announced that:-
“Our citizens in far flung regions of the country find it difficult to obtain passport and redress passport related grievances. We have decided to utilize Head Post Offices as the front office for rendering passport services”.
Consequently, it was agreed to setup 235 Post Offices Passport Seva Kendra in various parts of country in a phased manner out of which 86 POPSKs will be set up in 1st phase and 149 POPSKs will be set up in 2ndphase.
Initiatives:
Notwithstanding the constraints and keeping in mind that POPSK will serve the citizens at large, Department of Posts has tried its best to move ahead for opening of POPSKs.
Key Results:
Of the 86 POPSK agreed in 1st phase, 59 POPSKs are functioning in camp mode and remaining 27 are various phase of readiness. Around 3.75 lakh passport appointments have been processed through these POPSKs.
Impacts:
The POPSKs has brought convenience to the citizens by making passport services available in their vicinity through Post Offices and save them from travelling long distances for obtaining a Passport. This has also increased footfall in the Post Offices.
Challenges:
Taking this project forward, the challenges faced by the Department are:-
· India Post is now expanding services to include India Post Payment Bank (IPPB) and regular postal operations like Post Office Savings Bank, counter operations, e-payment etc., there is a constraint of space as in most Post Offices space is based on the schedule of accommodation and to make 1000 sq. ft. for Passport Seva Kendras out of the existing space is sometimes difficult.
· Identifying and making available Verifying Officer (VO) and Granting Officer (GO) in every POPSK who are with a grade pay of Rs.4600/- is becoming difficult as there has been a ban on recruitment for a couple of years and many posts in that grade still remain unfilled.
· To open a POPSK at every 50 kilometers
· Training of postal officials identified as VO and GO on sovereign as well technical functions
· Considering the response received by the POPSKs in camp mode, capacity will required to be enhanced.
· Financials to be formalized.
· Project to be institutionalized by way of an MoU between DoP and MEA.
· Upgradation of POPSKs from camp mode to full-fledged Passport Seva Kendra
Despite the various challenges, in view of the fact that the Post Office Passport Seva Kendra will be meeting the needs of the citizens at large, the available buildings and spaces are being repaired, spruced up with a standardized look and feel in order to make them available as POPSKs, at the locations as agreed to by Ministry of External Affairs and Department of Posts. This would increase the footfall of customers at the post office and would create a win-win situation.
4. CPMG, Ahmedabad: Success Story
(I) Collection of the Examination & Recruitment fee under e-Payment :
Overview:
In Gujarat Circle, e-Payment service was launched in the year 2006 and presently available at 1,341 post offices throughout Gujarat Circle. It is a smart option for the businesses and organizations to collect their bills or other payments on-line through post office network.
Challenges faced:
· Network Connectivity
· e-Payment Data remains non-transfer to central server.
· NEFT/RTGS not available.
Initiatives:
• Gujarat Govt. had implemented e.Governance Project for recruitment of various cadres through online NIC, Gandhinagar.
• Gujarat Circle approached to Govt. of Gujarat for offering our e-Payment service for collection of Exam fee.
• Collection of Examination / Recruitment fees of various State Govt. Departments / Organizations through Department Post Offices were offered for entire state.
• NIC, Gandhinagar created OJAS (Online Job Application System) Web Portal for this purpose. With Co-ordination of NIC and State Government, MIS System has been developed & created User-IDs and Password for all Departmental Post Offices as well as Circle, Regional & Divisional level Login for monitoring.
• On receipt of request from recruitment department, Biller ID of the respective Department is being created & suitable instructions with details of duration, last date of acceptance of fees, Amount of fees, particulars of Biller ID etc. are being conveyed. Training in this regard for all staff also arranged up to all level.
• Rs.12/- (Rs.10/- + Service Tax, now GST) for each collection of fees collected under ePayment from the candidate.
Key results:
Revenue Performance of the Project :
Period
No. of Transaction
DOP Revenue (Rs. In Cr.)
2015-2016
16,40,022
1.91
2016-2017
15,72,188
1.83
2017-2018 (Up to Sept-2017)
5,84,345
0.60
Ø Revenue probability for the year 2017-2018 is Rs.2.00 Crore.
Ø Other work under ePayment:
• Tie up with Gujarat State Petroleum Corporation (GSPC) and Sabarmati Gas Company Limited (SGL) (Govt. Undertaking) for collection of Gas Bill amount under e-Payment.
• Initial GSPC bills collection started during 2012 -13 with a monthly average of 38,600 reached to 67,500 bills during 2016-17.
Ø Collection of Admission / Course / Convocation form fee under e-Payment: Tie up with the following Universities for collection Admission / Course fee and Convocation form & fee :
1. Gujarat University : Physical Application of external Courses & Fee
2. Dr. Baba Saheb Ambedkar Open University (BAOU) : Admission fee for various Courses/ Semester
3. Veer Narmad South Gujarat University, Surat: Physical convocation forms and fees.
Name of University
Revenue
2015-16 (in lakh)
Revenue
2016-17(in lakh)
Gujarat University, Ahmedabad
21.55
25.43
Dr. Baba Saheb Ambedkar Open University, Ahmedabad
0.38
1.04
Veer Narmad South Gujarat University, Surat
6.00
4.38
Impacts:
“Student’s Enrolments were increased up to three times in comparison of pre system, rather than post system of e-payment”
-Prof. Shri M N Patel, Vice Chancellor, Guj. University
(II) Distribution of Prize Money to the Winners of Khel Mahakumbh through e-Money Order.:
Overview:
Ø Khel-Mahakumbh is a prestigious annual sporting competition conducted every year since 2010 by State Government (Department of Sports Youth & Culture, Sports Authority of Gujarat (SAG), a registered trust of the Government is an implementing body).
Ø The Prize money to the winner of Event were being distributed since 2010 through relevant Coach Manager/Institute/School etc. In the year, 2014 it was with ICICI Bank .
Challenges Faced:
· In some cases prize amount is more than Rs.5,000/- under this situation we have no other option but to split the Amount in 2(Two) eMOs.
· The Revision of present ceiling of Rs.5,000/- is Essential
Initiatives:
Ø With the convincing approach for delivery of Prize Money in the hands of actual winner of the game, it was agreed to assign DOP from 2015.
Ø Over 40 lakh participants across Gujarat are registered during 2016.
Ø The competition is being organized from Village to State level, during January to March every year & Registration carried out from September to November of the preceding year.
Ø Total 27 Games covered under this mega sporting competition apart from Divyang in four categories by covering all age groups for all events.
Ø Every District Sports Officer is sending particulars of the winners along with amount directly to the Nodal Post Office i.e., Ahmedabad GPO maintaining continuous Serial No. in XML format for bulk booking of eMO.
Ø Ahmedabad GPO is nominated as Nodal PO for booking of bulk eMOs under One to Many (OTM) option and is evolving monitoring cell for close and strict monitoring on division wise transmission of e.MOs up to updating of payment status by segregating & supplying division wise information to the concerned division across the circle. Each eMO so taken into the system will be assigned a computer generated PNR number.
Ø Co-ordination team of dedicated officers at GPO/CO level for monitoring purpose.
Key results:
Performance of the Project:
Year
No. of eMO
eMO Value (in cr.)
DOP Com. (in cr.)
Total (in cr.)
2015-16
1,67,316
Rs.29.74
Rs.1.48
Rs.31.22
2016-17
1,77,208
RS.30.75
Rs.1.53
Rs.32.29
Ø Revenue probability for the year 2017-2018 is Rs.1.75 Crore.
Impacts:
1. Additional source for revenue generation for the Department
2. Distribution of prize money through representative / Banks diverted to India Post.
3. Prompt and Transparent distribution of Prize Money in the hands of actual winner.
(III)Distribution of Scholarship:
Overview:
Scholarship accounts were opened throughout Gujarat Circle. There were 2,64,621 accounts opened in different post offices of Gujarat Circle. These accounts were required to be verified before they can process the grant in these accounts. It was a very gigantic task. Gujarat CPC has referred the case to CEPT for getting the data dump so that the accounts can be verified electronically.
Challenges faced :
The data dump was not made available by the CEPT due to some technical reasons. It was suspected that all these accounts will be transferred to Bank if the task is not completed within short period of time. To enter the each and every account in Finacle and check it required lots of time and manpower. State Government had given only 10 days’ time for verification of accounts.
The second big challenge after verification of these accounts was that the fund in these accounts will be transferred electronically by the nodal banks using NEFT platform. After taking up the matter with CEPT, it was cleared that NEFT platform is not yet made functional in Department of Post.
Initiatives:
In Gujarat CPC we have kept the data of interest statement shared by the CEPT. The data was processed and stored in SQL server. Hence the verification work of these accounts was carried out electronically by matching the data of interest statement and the data provided by Government of Gujarat using the tool developed by Shri Miral Khamar, ASP CPC & Mukesh Parmar, System Admin, CPC Gujarat, total 252338 accounts were verified electronically. The rest 12283 accounts could not be verified as the data dump was available upto March 2017. These accounts were verified by entering individual account number in finacle. All the Staff of CPC was utilized for the purpose. Verification of the account was completed within three days by working in long shifts. To find solution of posting in these accounts, state Government authority was assured that as soon as we receive the data of account numbers and draft we will process the data within two days and detail report will be shared with them. Hence officials of State Government were convinced in the meeting for arranging to give the list of account numbers along with the amount to be deposited for scholarship with draft/cheque.
Key results:
After a constant follow up, drafts were collected from all the nodal banks proactively and the same was processed at Ahmedabad GPO and all the accounts for which grant was given were posted with the amounts.
Impacts:
The main impact of this task was that we could save around 2.60 lakhs account to go to silent. Moreover, since the money is deposited in the beneficiary’s accounts, it has provided with the opportunity to grab the business of accounts in these field.
5. CPMG, Karnataka Circle: Success Story
OVERVIEW:
• Based on the requirement of the eCommerce companies and their end customers, Circle had experimented SAME DAY DELIVERY of eCommerce shipments through Speed Post in Bangalore.
• The system was aimed at booking at centralized office, dispatching of the consignments to the delivery post office and updating the status of delivery or otherwise on the same day of receipt.
• The system of SAME DAY DELIVERY of articles commenced in the month of December 2014 covering 12 PINCODEs in Bengaluru city. Separate booking unit for this facility commenced w.e.f 07.04.2015 in Bangalore GPO and has been extended to 94 pincodes as on date.
• The delivery area of 94 PINCODEs are covered by 39 Nodal Delivery Centre’s in Bangalore for delivery of the consignments.
• Shipments received from Amazon (till morning 0900 hours) are booked and dispatched to the NDCs by 1300 hours and delivered in the afternoon & delivery status is updated on the same day by 2000 hours. This is a twelve hour process cycle.
• The booking and dispatch of the same day delivery consignments are attended at Bangalore GPO.
CHALLENGES:
• The Nodal Delivery centre’s were already handling the total Speed Post delivery volume in Bangalore.
• The delivery staff were required to be trained for attempting and delivering the speed post consignments on the same day of receipt.
• Though the delivery was happening the updation of the delivery information was not taking place at the delivery post offices.
• Maintenance of 98% delivery performance benchmark.
• The varying sizes of the parcels received for delivery and its handling.
INITIATIVES:
• An exclusive team of GDS were poolled at different NDC’s for delivering Amazon same day delivery articles.
• These GDS were sensitized to attempt deliveries, calling the customers before attempting the delivery and updating the status at the end of the day.
• The importance of flow of information from the delivery end to the customer by way of updating the delivery status in the Speed Net was emphasised among the delivery staff and the officials handling Amazon SDD articles.
• Monitoring mechanism at Circle Office was devised and daily report from the Divisions were called for and a consolidated Daily Performance Review Report with observations of the CO if any were sent back to the Divisions for taking corrective actions wherever found necessary.
• During peak seasons when the volumes would be higher, circle monitoring team had direct interaction with the delivery units and delivery staff to ensure the issues at ground level was addressed to maintain the delivery performance at 98%.
• The Divisional heads were directed to take on the spot decisions for engaging private vehicles or divert the available resources to the needy offices depending upon the volume of mails received for delivery at the particular delivery centre.
• National Account facility was extended to Amazon with higher rebate.
KEY RESULTS:
• The performance under same day delivery system was constantly maintained at 98%.
• The daily average volume for Same Day Delivery increased from 100 articles to 2000 articles per day.
• Total volume of SDD touched 7.5 Lakhs during the year 2016-17 and 3.2 lakh were delivered during 2017-18.
IMPACTS:
• The above arrangement has given a platform to the DOP to establish its strength for the SAME DAY DELIVERY which is one of the requirements of booming eCommerce industry.
• DOP secured market share of Same Day Delivery of the articles is established.
• The delivery of more than 11 Lakh articles in the city had helped to regain the positive impression about India Post delivery system.
• The youth segment are covered by the eCommerce deliveries and this volume in the metro city had better impacts among the minds of the youth who desire the articles to be delivered on the day of ordering itself.
• 3.5 Crore revenue is earned from SAME DAY DELIVERY.
6. O/o CPMG, West Bengal: Success Story
Overview:
A) E Commerce:
· West Bengal Circle, with a large number of 9074 post offices spread across 1,03, 921 sq. km of area, has revamped its collection and delivery operations. Besides the traditional services, the Circle has adapted to meet the growing needs of corporate customer and general members of public. To cater to the demands of the market, the Circle has introduced parcel delivery for its corporate E commerce clients.
· The Circle has enrolled as many as 46 e-commerce companies both National as well as local players ..
· Mechanized delivery of parcels and large Speed Post articles are being done at the doorstep of the addressee by using vehicles.
B) Savings Bank:
· All the 9074 Post Offices in West Bengal Circle provide the basic banking products of the POSB. Of these 1,768 are departmental Post Offices which are manned by the regular government employees.
· At the end of March 2017, there were 2.69 Cr live accounts and 70.27 Lakh certificates issued and discharged from which total Rs.567.66 Cr. revenue has been earned.
· Out of 1768 post offices (H.O.+ S.O.) 1438 post offices migrated in CBS platform.
· Customers were demanding modern industry level services which were not possible in the Sanchay Post environment.
Challenges faced:
E-Commerce:
· Out of total 9074 post offices in West Bengal Postal Circle, 1111 post offices are in urban area and 7963 post offices are in rural sector. Since most of the post offices are in rural sector, speedy delivery of articles to the members of public and the uploading of delivery information in the system is a challenging task.
· As the customer behaviour has changed over the last decade, the buyers are more inclined to purchase products/ goods online and habituated to get prompt delivery at the doorstep.
· The two main requirement from the E-Commerce companies were:
a) over 90% delivery performance.
b) uploading of delivery information in the system.
Savings Bank:
· Though an impressive customer base, the Savings banking services were not upto industry standards.
· Government schemes of DBT, financial inclusion and social security could not be serviced in all Post offices due to non-availability of new software.
Initiatives:
E-Commerce:
· Mechanized delivery of parcels and large Speed Post articles i.e. a system of mechanized nodal delivery was introduced wherein parcels are delivery at the doorsteps of the addressee by using vehicles. This is functional at 35 nodal offices covering 117 Post Offices in Kolkata local TD area. Mechanized delivery is also available at Howrah, Hooghly, Siliguri, Port Blair and Gangtok. covering 24 post offices.
· In order to monitor and maintain high delivery performance the Circle Monitoring Cell has been set up .
· The Circle has also embarked upon providing one stop solution to its E-commerce customers by setting up E-commerce hub at Nabadiganta.which will function as booking, processing and despatch point for all parcels.
· Infrastructure was upgraded wherever required to support the software.
Savings bank:
· So far 1768 post offices out of 1438 has been rolled out under CBS platform and the CPC in the Circle office is fully functional.
· 64 interoperable ATMs have been installed in the Circle.
Key results:
E-Commerce:
· The Circle has captured as many as 46 e-commerce companies out of which Amazon, Flipkart and Naaptol are big players. Amazon had started its business with DoP, WB Circle in January 2016 and Naaptol in September 2016. The e-commerce segment, having generated approx. Rs 4.5 crore in 2016-17, is poised to touch a double-digit figure by the next year, having delivered half a million units already in the last year. There has been remarkable growth in the EP/BP parcels which is evident from the table below:
Year
Traffic
Total revenue of e-commerce parcels (in crore of Rs.)
15-16
71946
0.51
16-17
375608
2.23
17-18 (up to September’17)
262193
1.2
· The Circle has achieved a growth of 38% in 17-18 over 16-17 (up to September).
Savings Bank:
· In F.Y. 2017-18, W.B.Circle achieved Rs.586.75 Cr. SBCC Revenue out of target of Rs 765 Cr.
· At the end of September 2017, there were 14291654 SB accounts, 4601237 RD accounts, 4677066 MIS accounts, 2348909 TD accounts ,142398 PPF accounts and 636208 Sukanya Samriddhi accounts are in live.
Impact:
· A significant step towards capturing the new era market to generate more revenue through e-Commerce business.
· A significant step towards financial inclusion as all these CBS accounts can be used for MGNREGS, DBT, social security pensions and other programs of the Government of India. System can be integrated with AEPS and APBS.
· Saving of time for the customers as the transactions are online and happen in real time.
· Provision of alternate banking channels like ATMs, Internet and Mobile banking to customers.
Thursday 28 December 2017
December 28, 2017
TRADE UNION RIGHTS UNDER ATTACK
WE WILL NOT SURRENDER OUR CONSTITUTIONAL RIGHT
M. Krishnan
Secretary General, Confederation.
Right to peaceful protest is a constitutional right and right to assemble and demonstrate by holding dharnas is the basic features of an effective democratic system.
Article 19 of the Indian Constitution is one of the most important article constituting the “basic feedoms” guaranteed to every citizen of India. Article 19(1) provides that all citizens shall have the right to freedom of speech and expression, assembly, associations, movement, residence and practicing any trade, business, occupation or profession. Article 19(1)(b) guarantees to all citizens of India, rights to “assemble peacefully and without arms”. This right includes the right to hold meetings and take out processions. Of course, assembly must be peaceful, harmonious,unarmed and not threatening the safety of the people. Reasonable restrictions can be imposed under clause(3) of Article 19.
The right to assembly embodies the very idea of a democratic system. Article 9 (1)(b) thus includes the right to hold meetings and to take out processions. It has been reviewed, studied and interpreted numerous times by the Supreme Court. In its judgements Supreme Court has upheld the right to peaceful protest as a constitutional right and the right to assemble and demonstrate by holding dharnas is the basic feature of democratic system. People in a democracy have a right to raise their voices against the decisions and unreasonable actions of the Government or to express their opinion in any subject of national importance. The Government is obliged to respect and encourage the exercise of such rights.
This being the position, the political powers have resorted to the use of authoritation powers to stop the Central Government employees from exercising their constitutional right of conducting peaceful dharnas and demonstrations on 19-09-2017 and 17-10-2017 under the banner of Confederation of Central Govt. Employees & Workers. By conducting the programmes on 19-09-2017 and 17-10-2017 in a massive manner throughout the country, defying the Govt. orders, Confederation has upheld the constitutional right enshrined in the Constitution of India
TRADE UNION RIGHTS UNDER ATTACK
WE WILL NOT SURRENDER OUR CONSTITUTIONAL RIGHT
M. Krishnan
Secretary General, Confederation.
Right to peaceful protest is a constitutional right and right to assemble and demonstrate by holding dharnas is the basic features of an effective democratic system.
Article 19 of the Indian Constitution is one of the most important article constituting the “basic feedoms” guaranteed to every citizen of India. Article 19(1) provides that all citizens shall have the right to freedom of speech and expression, assembly, associations, movement, residence and practicing any trade, business, occupation or profession. Article 19(1)(b) guarantees to all citizens of India, rights to “assemble peacefully and without arms”. This right includes the right to hold meetings and take out processions. Of course, assembly must be peaceful, harmonious,unarmed and not threatening the safety of the people. Reasonable restrictions can be imposed under clause(3) of Article 19.
The right to assembly embodies the very idea of a democratic system. Article 9 (1)(b) thus includes the right to hold meetings and to take out processions. It has been reviewed, studied and interpreted numerous times by the Supreme Court. In its judgements Supreme Court has upheld the right to peaceful protest as a constitutional right and the right to assemble and demonstrate by holding dharnas is the basic feature of democratic system. People in a democracy have a right to raise their voices against the decisions and unreasonable actions of the Government or to express their opinion in any subject of national importance. The Government is obliged to respect and encourage the exercise of such rights.
This being the position, the political powers have resorted to the use of authoritation powers to stop the Central Government employees from exercising their constitutional right of conducting peaceful dharnas and demonstrations on 19-09-2017 and 17-10-2017 under the banner of Confederation of Central Govt. Employees & Workers. By conducting the programmes on 19-09-2017 and 17-10-2017 in a massive manner throughout the country, defying the Govt. orders, Confederation has upheld the constitutional right enshrined in the Constitution of India
GDS Committee Recommendations will be implemented soon
December 28, 2017
GDS Kamlesh Chandra Committee Recommendations will be implemented soon – Minister replied in Parliament on 27th December, 2017
Minister of State (IC) for Communications & Railways, Shri Manoj Sinha, in a written reply to a question on GDS Kamlesh Chandra Committee Report, in Lok Sabha on 27.12.2017 informed that a One Man Committee has been constituted to look into the salary structure, other service matters and problems of Gramin Dak Sevaks under the Chairmanship of Shri Kamlesh Chandra.
The Committee has submitted its report to the Government. The salient features are given in the Annexure.
The recommendations of the Committee have been considered by the Department. After getting the necessary approvals from all concerned, the recommendation of the Committee will be implemented.
Annexure : Salient features of the One Man Committee Report headed by Shri Kamlesh Chandra
The old system of payment of Time Related Continuity Allowance (TRCA) is dispensed with and replaced with a new wage payment system. Under the new wage payment system, 11 TRCA slabs are subsumed into 3 Wage Scales with two Levels each for BPMs and for other than BPMs. One wage scale would be common for both the categories of GDSs.
The minimum working hours of GDS Post Offices and GDSs are increased to 4 hours from 3 hours.
The new working hours for GDS Post Offices will be 4 hours and 5 hours only.
The Level 1 GDS Post Offices / GDSs will have 4 hours as working hours and Level – 2 will have 5 hours as working hours.
The Point System for assessment of workload of BPMs has been abolished.
The new wage payment system is linked to revenue generation of GDS Post Offices. Under the new system, there will be no increase in wages of BPMs from Level -1 to Level -2 on the basis of workload but the same will be increased based on achievement of prescribed revenue norms which is fixed at 100% for normal areas and 50% for special areas.
The GDS Post Offices not achieving the prescribed revenue norm within the given working hours will have to open GDS Post Offices for minimum of additional 30 minutes beyond the prescribed working hours.
The GDS BPMs will be paid Revenue Linked Allowance @10% beyond level-2 wage scale if they will be successful in achieving revenue beyond prescribed norms
The GDS Post Offices has been categorized into A, B; C and D categories based on the revenue generation norms. The GDS Post Office in A category will achieve 100% revenue norm. The Committee has recommended a set of actions for each category of GDS Post Offices.
The six approved categories of GDSs are subsumed into two categories only. One category will be Branch Post Master and all other 5 categories of GDSs are subsumed into one Multi Tasking Category.
The GDSs working in the GDS Post Offices will be known as Assistant Branch Post Master (ABPMs) and those working in the Departmental Post Offices will be known as Dak Sevak (DS).
The minimum wage has been increased to Rs. 10000/- per month and maximum pay to Rs. 35480/- per month.
The rate of annual increase is recommended as 3%.
A Composite Allowance comprising of support for hiring accommodation for GDS Post Offices as well as mandatory residence, office maintenance, mobile and electricity usage charges etc. has been introduced for the first time.
Children Education Allowance @Rs. 6000/- per child per annum has been introduced for GDSs.
Risk & Hardship Allowance @Rs. 500/- per month for GDS working in the special areas has also been introduced.
A Financial up-gradation has been introduced at 12 years, 24 years and 36 years of services in form of two advance additional annual increases.
The Ceiling of ex-gratia gratuity has been increased from Rs. 60,000 to Rs. 5,00,000
The GDS Contribution for Service Discharge Benefit Scheme (SDBS) should be enhanced maximum up to 10% and minimum up to 3% of the basic wage per month, whereas the Department should contribute a fixed contribution of 3% of the basic wage of the GDSs.
The coverage of GDS Group Insurance Scheme has been enhanced from Rs. 50000/- to Rs. 5,00,000/
The contribution of Department in Circle Welfare Fund (CWF) has been increased from Rs. 100/ per annum to Rs. 300/ per annum.
The scope of CWF is extended to cover immediate family members such as spouse; daughters, sons and dependent daughters in law in the scheme.
The Committee also recommended 10% hike in the prescribed limits of financial grants and assistances in the Circle Welfare Funds.
The Committee has recommended addition of Rs. 10,000/ for purchase of Tablet / Mobile from the Circle Welfare in the head “Financial Assistance of Fund by way of loans with lower rate of interest (5%)”.
Provision of 26 weeks of Maternity Leave for women GDS has been recommended.
The wages for the entire period of Maternity Leave is recommended to be paid from salary head from where wages of GDSs are paid.
The Committee has also recommended one week of paternity leave.
Leave accumulation and encashment facility up to 180 days has been introduced.
Online system of engagement has been recommended.
Alternate livelihood condition for engagement of GDSs has been relaxed.
Voluntary Discharge scheme has been recommended.
The Discharge age has been retained at 65 years.
The Limited Transfer Facility has been relaxed from 1 time to 3 times for male GDSs. There will be no restriction on number of chances for transfer of women GDSs. The powers for transfer has been delegated to the concerned Divisional head.
The ex-gratia payment during put off period should be revised to 35% from 25% of the wage and DA drawn immediately before put off.
The Committee has recommended preferring transfer before put off duty.
December 28, 2017
GDS Kamlesh Chandra Committee Recommendations will be implemented soon – Minister replied in Parliament on 27th December, 2017
Minister of State (IC) for Communications & Railways, Shri Manoj Sinha, in a written reply to a question on GDS Kamlesh Chandra Committee Report, in Lok Sabha on 27.12.2017 informed that a One Man Committee has been constituted to look into the salary structure, other service matters and problems of Gramin Dak Sevaks under the Chairmanship of Shri Kamlesh Chandra.
The Committee has submitted its report to the Government. The salient features are given in the Annexure.
The recommendations of the Committee have been considered by the Department. After getting the necessary approvals from all concerned, the recommendation of the Committee will be implemented.
Annexure : Salient features of the One Man Committee Report headed by Shri Kamlesh Chandra
The old system of payment of Time Related Continuity Allowance (TRCA) is dispensed with and replaced with a new wage payment system. Under the new wage payment system, 11 TRCA slabs are subsumed into 3 Wage Scales with two Levels each for BPMs and for other than BPMs. One wage scale would be common for both the categories of GDSs.
The minimum working hours of GDS Post Offices and GDSs are increased to 4 hours from 3 hours.
The new working hours for GDS Post Offices will be 4 hours and 5 hours only.
The Level 1 GDS Post Offices / GDSs will have 4 hours as working hours and Level – 2 will have 5 hours as working hours.
The Point System for assessment of workload of BPMs has been abolished.
The new wage payment system is linked to revenue generation of GDS Post Offices. Under the new system, there will be no increase in wages of BPMs from Level -1 to Level -2 on the basis of workload but the same will be increased based on achievement of prescribed revenue norms which is fixed at 100% for normal areas and 50% for special areas.
The GDS Post Offices not achieving the prescribed revenue norm within the given working hours will have to open GDS Post Offices for minimum of additional 30 minutes beyond the prescribed working hours.
The GDS BPMs will be paid Revenue Linked Allowance @10% beyond level-2 wage scale if they will be successful in achieving revenue beyond prescribed norms
The GDS Post Offices has been categorized into A, B; C and D categories based on the revenue generation norms. The GDS Post Office in A category will achieve 100% revenue norm. The Committee has recommended a set of actions for each category of GDS Post Offices.
The six approved categories of GDSs are subsumed into two categories only. One category will be Branch Post Master and all other 5 categories of GDSs are subsumed into one Multi Tasking Category.
The GDSs working in the GDS Post Offices will be known as Assistant Branch Post Master (ABPMs) and those working in the Departmental Post Offices will be known as Dak Sevak (DS).
The minimum wage has been increased to Rs. 10000/- per month and maximum pay to Rs. 35480/- per month.
The rate of annual increase is recommended as 3%.
A Composite Allowance comprising of support for hiring accommodation for GDS Post Offices as well as mandatory residence, office maintenance, mobile and electricity usage charges etc. has been introduced for the first time.
Children Education Allowance @Rs. 6000/- per child per annum has been introduced for GDSs.
Risk & Hardship Allowance @Rs. 500/- per month for GDS working in the special areas has also been introduced.
A Financial up-gradation has been introduced at 12 years, 24 years and 36 years of services in form of two advance additional annual increases.
The Ceiling of ex-gratia gratuity has been increased from Rs. 60,000 to Rs. 5,00,000
The GDS Contribution for Service Discharge Benefit Scheme (SDBS) should be enhanced maximum up to 10% and minimum up to 3% of the basic wage per month, whereas the Department should contribute a fixed contribution of 3% of the basic wage of the GDSs.
The coverage of GDS Group Insurance Scheme has been enhanced from Rs. 50000/- to Rs. 5,00,000/
The contribution of Department in Circle Welfare Fund (CWF) has been increased from Rs. 100/ per annum to Rs. 300/ per annum.
The scope of CWF is extended to cover immediate family members such as spouse; daughters, sons and dependent daughters in law in the scheme.
The Committee also recommended 10% hike in the prescribed limits of financial grants and assistances in the Circle Welfare Funds.
The Committee has recommended addition of Rs. 10,000/ for purchase of Tablet / Mobile from the Circle Welfare in the head “Financial Assistance of Fund by way of loans with lower rate of interest (5%)”.
Provision of 26 weeks of Maternity Leave for women GDS has been recommended.
The wages for the entire period of Maternity Leave is recommended to be paid from salary head from where wages of GDSs are paid.
The Committee has also recommended one week of paternity leave.
Leave accumulation and encashment facility up to 180 days has been introduced.
Online system of engagement has been recommended.
Alternate livelihood condition for engagement of GDSs has been relaxed.
Voluntary Discharge scheme has been recommended.
The Discharge age has been retained at 65 years.
The Limited Transfer Facility has been relaxed from 1 time to 3 times for male GDSs. There will be no restriction on number of chances for transfer of women GDSs. The powers for transfer has been delegated to the concerned Divisional head.
The ex-gratia payment during put off period should be revised to 35% from 25% of the wage and DA drawn immediately before put off.
The Committee has recommended preferring transfer before put off duty.
December 28, 2017
2017 - OUR EXPERIENCE & 2018 - OUR PLEDGE
TRUST OF EMPLOYEES AND PENSIONERS RETRAYED
AND THEIR HOPES ENDED IN DESPAIR
“THERE IS NO ALTERNATIVE TO THE STRUGGLE FOR EXISTENCE”
M. Krishnan
Secretary General, Confederation
Seventh Central Pay Commission Chairman, Justice (Retired) Ashok Kumar Mathur in his foreword to 7th CPC Report has quoted the following lines in the case of Bhupendra Nath Hazarika and another Versus State of Assam & others wherein the Supreme Court of India has observed as follows:
“It should always be borne in mind that legitimate aspirations of the employees are not guillotined and a situation is not created where hopes end in despair. Hopes for every one is graciously precious and that a model employer should not convert it to be deceitful and treacherous..... A sense of calm sensibility and concerned sincerity should be reflected at every step. An atmosphere of trust has to prevail and when the employees are absolutely sure that their trust shall not be betrayed and they shall be treated with dignified fairness, then only the concept of good governance can be concretized. We say no more.”
We don’t know whether the powers-that-be at the helm of affiars of the Central Government has ever read the above observations of the Apex Court quoted by 7th CPC. Fact remains - BJP-led NDA Government has guillotined the legitimate aspirations of the Central Government employees and pensioners and created a situation wherein their graciously precious hopes ended in despair. The Government converted their hopes to be deceitful and treacherous. The stand taken by the Government is devoid of calm sensibility and concerned sincerity. Trust of the 32 lakhs employees and 33 lakhs pensioners is betrayed and their expectations of fair treatment from Government has been proved wrong.
Who gave the hopes and who betrayed:
In the wake of indefinite strike call given by National Joint Council of Action (NJCA) of Central Govt. Employees from 11th July 2016, in the crucial meeting held in the night of 30th June 2016, solemn assurance was given by none other than the topmost Cabinet Ministers of NDA Government Sri. Rajnath Singh, Home Minister, Sri. Arun Jaitley, Finance Minister and Shri. Suresh Prabhu, then Railway Minister. It was told that Hon’ble Prime Minister Sri. Narendra Modiji has directed the group of Ministers to hold discussion with NJCA leaders. Group of Ministers gave categorical assurance that minimum pay and fitment formula will be increased and for that purpose a High Level Committee will be constituted. Again on 6th July 2016 Sri. Rajnath Singh, Home Minister, reiterated the assurance and Finance Ministry issued a press statement confirming the assurance. Leaders and employees trusted the words of the Senior Cabinet Ministers. Eighteen (18) months are over. No High Level Committee is constituted. No hike in minimum pay and fitment formula is granted.
Delaying tactics and then denial:
From the very begining of coming to power, the NDA Govt. has adopted a tactics of “delay and then deny” the legitimate aspirations of the Central Govt. Employees and Pensioners. Pay Commission was granted four months extension. Empowered Committee took seven months and pay scales were implemented without any change after seven months delay from the date of submission of 7th CPC report. Allowance Committee took one year and finally arrears of HRA and other allowances for eighteen months are denied. Pension Option-I Committee was appointed to deny the one and the only favourable recommendations of the 7th CPC for Pensioners. NPS Committee made it clear that withdrawl of NPS or guaranteeing minimum pension (50% of the last pay drawn) are not under its purview. Anomaly Committee informed the JCM Staff side that 80% of the items submitted by staff side including increase in minimum pay and fitment formula will not constitute an anomaly and hence will not come under the purview of the Anomaly Committee. Regarding implementation of the positive recommendations of Kamalesh Chandra Committee on Gramin Dak Sevaks (GDS) also almost eleven (11) months are over after the submission of the report to Govt. on 24-11-2016. The brutal exploitation of casual and contract workers is increasing day by day. Eventhough Modified Assured Career Progression (MACP) is not regular promotion, instead of seniority-cum-fitness Government imposed more stringent conditions to deny the promotions to thousands of employees.
Wage, Job, Social Security and Trade Union rights under attack:
Not only the legitimate pay and allowances of the Central Govt. employees are denied, their job security is also under attack due to the neo-liberal policies pursued aggressively by the NDA Government. Many work done by Railway Employees are outsourced and privatised and now leasing out of Railway stations and Railway Land to private corporates under PPP model is under progress. Decision has been taken by Government to outsource and privatise Defence production and related activities like Research, Maintenance and services etc. and to permit 100% FDI in Defence industry. 200 products being manufactured by the Ordinance factories are ordered to be handed over to private corporates. Small Svings Schemes which was the monopoly of the Postal Department is outsourced to private banks and orders for outsorucing of booking and delivery of registered and speed post article is also issued. Out of 17 Govt. of India Printing Presses 12 presses are ordered to be closed as per Cabinet decision. Many other small departments are also facing the attack of outsourcing, privatisation and closure.
Orders are issued by Govt. threatening serious disciplinary action against employees who participate in dharnas, demonstraions and strikes. JCM National Council meeting we as not held for the last seven years. Most of the Departmental Councils are not functioning. Chief Executives of recognised Associations are harassed and vindictively transferred and recognition and trade union facilities to the Associations are withdrawn. Results of the membership verification under the Recognition Rules are not being declared and even verification process under check-off system is stopped half-way.
NPS has become “No-Pension System” as many of the employees who retired after 10 to 12 years are getting monthly annuity pension (from Insurance Company) less than Rs.2,000/- only whereas the minimum pension for 10 years service under the old pension scheme is now Rs.9,000/-. Government is not ready to heed the demand of the staff side to withdraw Contributory Pension Scheme and guarantee minimum pension (50% of the last pay drawn) to all under Contributory Pension Scheme. The observations of the 7th CPC that - “almost the whole lot of Government employees appointed on or after 01-01-2004 are unhappy with the New Pension System. Government should take a call and look into their grievances” remains in paper. Thus the social security of the employees is facing greatest threat from Government.
‘Tough time never last, but tough people do’
No doubt the entire working class along with Central Government employees are passing through a tough period. There life and livelihood are under attack. And at the same time resistance movement against the policy offensives are gaining momentum. Entire Trade Unions (barring BMS) has organised three days “Maha Dharna” at New Delhi in which lakhs of workers participated. BMS was also compelled to organise a separate protest programme against the retrogade policies of the Narendra Modi Government. Central Government employees under the banner of Confederation conducted series of agitational programmes like Parliament March, One day strike, Mass dharna in front of Finance Minister’s Office, Human Chain, Burning of HRA Orders, District level dharnas, State level dharnas etc. demanding settlement of 21 point charter of demands submitted to Government. Coming days will witness more sectoral struggles and joint struggles leading to indefinite strike.
No alternative for struggle:
Thus the struggles of the Working Class which was hitherto defensive in nature, is becoming more and more offensive. We have to intensify our struggle during 2018 for our survival. Let us remember and tell our friends in the Central Govt. Employees movement who are waiting peacefully and endessly hoping for justice from NDA Government -
“Organise if you want real living wages, organise if you want to have your working hours reduced, organise if you desire better treatment from your superior officers, organise if you want that the authorities should consult and consider your opinion on all administrative measures affecting you. Petitions, memorandums and supplications will count for nothing, so long as you do not organise yourselves in a manner to convice the Government that you will no longer stand nonsense.”
Let us march forward with full commitment and determination.
Ultimate victory shall be ours.
If it weren’t for the Union
Our union’s story is there to be seen,
We’ve won many victories and we’ve suffered defeats,
But as I turn through the pages and look back through time,
There’s one single question stands out in my mind -
Today we may prosper, today we live free,
But if it weren’t for the union, where would we be?
From it’s humble beginnings our union has grown,
So no working person need struggle alone.
But no gain that’s been made has been made without cost,
And together we’ll see that no gain’s ever lost;
Take a look at those countries where workers aren’t free-
If it weren’t for the union, where would we be?
Would you choose to go back, working twelve hours a day,
Would you choose to toil more and a pittance be paid?
Will you stand in the union against the new right,
or do you think on your own you can withstand their might?
The answer is written in our history,
If it weren’t for the union, where would we be?
They say we’ve got problems, and the unions they blame,
Well, Franco and Pinochet they said the same.
If our union they weaken, if our union they break,
Then where’s our defence from becoming enslaved?
So would you choose bondage above liberty?
And if it weren’t for the union, where would we be?
It’s our union, our union that defends our rights,
But our union is as strong as our will is to fight,
For the union is you and the union is me,
So stand up and stand by our union.
- Peter Hicks and Geoff Francis.
.........................
2017 - OUR EXPERIENCE & 2018 - OUR PLEDGE
TRUST OF EMPLOYEES AND PENSIONERS RETRAYED
AND THEIR HOPES ENDED IN DESPAIR
“THERE IS NO ALTERNATIVE TO THE STRUGGLE FOR EXISTENCE”
M. Krishnan
Secretary General, Confederation
Seventh Central Pay Commission Chairman, Justice (Retired) Ashok Kumar Mathur in his foreword to 7th CPC Report has quoted the following lines in the case of Bhupendra Nath Hazarika and another Versus State of Assam & others wherein the Supreme Court of India has observed as follows:
“It should always be borne in mind that legitimate aspirations of the employees are not guillotined and a situation is not created where hopes end in despair. Hopes for every one is graciously precious and that a model employer should not convert it to be deceitful and treacherous..... A sense of calm sensibility and concerned sincerity should be reflected at every step. An atmosphere of trust has to prevail and when the employees are absolutely sure that their trust shall not be betrayed and they shall be treated with dignified fairness, then only the concept of good governance can be concretized. We say no more.”
We don’t know whether the powers-that-be at the helm of affiars of the Central Government has ever read the above observations of the Apex Court quoted by 7th CPC. Fact remains - BJP-led NDA Government has guillotined the legitimate aspirations of the Central Government employees and pensioners and created a situation wherein their graciously precious hopes ended in despair. The Government converted their hopes to be deceitful and treacherous. The stand taken by the Government is devoid of calm sensibility and concerned sincerity. Trust of the 32 lakhs employees and 33 lakhs pensioners is betrayed and their expectations of fair treatment from Government has been proved wrong.
Who gave the hopes and who betrayed:
In the wake of indefinite strike call given by National Joint Council of Action (NJCA) of Central Govt. Employees from 11th July 2016, in the crucial meeting held in the night of 30th June 2016, solemn assurance was given by none other than the topmost Cabinet Ministers of NDA Government Sri. Rajnath Singh, Home Minister, Sri. Arun Jaitley, Finance Minister and Shri. Suresh Prabhu, then Railway Minister. It was told that Hon’ble Prime Minister Sri. Narendra Modiji has directed the group of Ministers to hold discussion with NJCA leaders. Group of Ministers gave categorical assurance that minimum pay and fitment formula will be increased and for that purpose a High Level Committee will be constituted. Again on 6th July 2016 Sri. Rajnath Singh, Home Minister, reiterated the assurance and Finance Ministry issued a press statement confirming the assurance. Leaders and employees trusted the words of the Senior Cabinet Ministers. Eighteen (18) months are over. No High Level Committee is constituted. No hike in minimum pay and fitment formula is granted.
Delaying tactics and then denial:
From the very begining of coming to power, the NDA Govt. has adopted a tactics of “delay and then deny” the legitimate aspirations of the Central Govt. Employees and Pensioners. Pay Commission was granted four months extension. Empowered Committee took seven months and pay scales were implemented without any change after seven months delay from the date of submission of 7th CPC report. Allowance Committee took one year and finally arrears of HRA and other allowances for eighteen months are denied. Pension Option-I Committee was appointed to deny the one and the only favourable recommendations of the 7th CPC for Pensioners. NPS Committee made it clear that withdrawl of NPS or guaranteeing minimum pension (50% of the last pay drawn) are not under its purview. Anomaly Committee informed the JCM Staff side that 80% of the items submitted by staff side including increase in minimum pay and fitment formula will not constitute an anomaly and hence will not come under the purview of the Anomaly Committee. Regarding implementation of the positive recommendations of Kamalesh Chandra Committee on Gramin Dak Sevaks (GDS) also almost eleven (11) months are over after the submission of the report to Govt. on 24-11-2016. The brutal exploitation of casual and contract workers is increasing day by day. Eventhough Modified Assured Career Progression (MACP) is not regular promotion, instead of seniority-cum-fitness Government imposed more stringent conditions to deny the promotions to thousands of employees.
Wage, Job, Social Security and Trade Union rights under attack:
Not only the legitimate pay and allowances of the Central Govt. employees are denied, their job security is also under attack due to the neo-liberal policies pursued aggressively by the NDA Government. Many work done by Railway Employees are outsourced and privatised and now leasing out of Railway stations and Railway Land to private corporates under PPP model is under progress. Decision has been taken by Government to outsource and privatise Defence production and related activities like Research, Maintenance and services etc. and to permit 100% FDI in Defence industry. 200 products being manufactured by the Ordinance factories are ordered to be handed over to private corporates. Small Svings Schemes which was the monopoly of the Postal Department is outsourced to private banks and orders for outsorucing of booking and delivery of registered and speed post article is also issued. Out of 17 Govt. of India Printing Presses 12 presses are ordered to be closed as per Cabinet decision. Many other small departments are also facing the attack of outsourcing, privatisation and closure.
Orders are issued by Govt. threatening serious disciplinary action against employees who participate in dharnas, demonstraions and strikes. JCM National Council meeting we as not held for the last seven years. Most of the Departmental Councils are not functioning. Chief Executives of recognised Associations are harassed and vindictively transferred and recognition and trade union facilities to the Associations are withdrawn. Results of the membership verification under the Recognition Rules are not being declared and even verification process under check-off system is stopped half-way.
NPS has become “No-Pension System” as many of the employees who retired after 10 to 12 years are getting monthly annuity pension (from Insurance Company) less than Rs.2,000/- only whereas the minimum pension for 10 years service under the old pension scheme is now Rs.9,000/-. Government is not ready to heed the demand of the staff side to withdraw Contributory Pension Scheme and guarantee minimum pension (50% of the last pay drawn) to all under Contributory Pension Scheme. The observations of the 7th CPC that - “almost the whole lot of Government employees appointed on or after 01-01-2004 are unhappy with the New Pension System. Government should take a call and look into their grievances” remains in paper. Thus the social security of the employees is facing greatest threat from Government.
‘Tough time never last, but tough people do’
No doubt the entire working class along with Central Government employees are passing through a tough period. There life and livelihood are under attack. And at the same time resistance movement against the policy offensives are gaining momentum. Entire Trade Unions (barring BMS) has organised three days “Maha Dharna” at New Delhi in which lakhs of workers participated. BMS was also compelled to organise a separate protest programme against the retrogade policies of the Narendra Modi Government. Central Government employees under the banner of Confederation conducted series of agitational programmes like Parliament March, One day strike, Mass dharna in front of Finance Minister’s Office, Human Chain, Burning of HRA Orders, District level dharnas, State level dharnas etc. demanding settlement of 21 point charter of demands submitted to Government. Coming days will witness more sectoral struggles and joint struggles leading to indefinite strike.
No alternative for struggle:
Thus the struggles of the Working Class which was hitherto defensive in nature, is becoming more and more offensive. We have to intensify our struggle during 2018 for our survival. Let us remember and tell our friends in the Central Govt. Employees movement who are waiting peacefully and endessly hoping for justice from NDA Government -
“Organise if you want real living wages, organise if you want to have your working hours reduced, organise if you desire better treatment from your superior officers, organise if you want that the authorities should consult and consider your opinion on all administrative measures affecting you. Petitions, memorandums and supplications will count for nothing, so long as you do not organise yourselves in a manner to convice the Government that you will no longer stand nonsense.”
Let us march forward with full commitment and determination.
Ultimate victory shall be ours.
If it weren’t for the Union
Our union’s story is there to be seen,
We’ve won many victories and we’ve suffered defeats,
But as I turn through the pages and look back through time,
There’s one single question stands out in my mind -
Today we may prosper, today we live free,
But if it weren’t for the union, where would we be?
From it’s humble beginnings our union has grown,
So no working person need struggle alone.
But no gain that’s been made has been made without cost,
And together we’ll see that no gain’s ever lost;
Take a look at those countries where workers aren’t free-
If it weren’t for the union, where would we be?
Would you choose to go back, working twelve hours a day,
Would you choose to toil more and a pittance be paid?
Will you stand in the union against the new right,
or do you think on your own you can withstand their might?
The answer is written in our history,
If it weren’t for the union, where would we be?
They say we’ve got problems, and the unions they blame,
Well, Franco and Pinochet they said the same.
If our union they weaken, if our union they break,
Then where’s our defence from becoming enslaved?
So would you choose bondage above liberty?
And if it weren’t for the union, where would we be?
It’s our union, our union that defends our rights,
But our union is as strong as our will is to fight,
For the union is you and the union is me,
So stand up and stand by our union.
- Peter Hicks and Geoff Francis.
.........................
Sunday 24 December 2017
National Federation of Postal Employees
1st Floor North Avenue Post Office Building, New Delhi-110 001
(Most Urgent and Important)
APPEAL
All General Secretaries /NFPE Office bearers / Circle Secretaries / All India Office bearers of All NFPE Unions are requested to make their programme of stay for 5 days from Dated 12-2-2018 to 16-02-18 to participate in 5 days Dharna at Delhi.
Please Book tickets to & fro journey to avoid inconvenience.
All General Secretaries/CHQs are requested to make arrangement for stay of their respective leaders.
All Circle Secretaries are requested to select the participants from their circle as per quota allotment and ask them to book their to and fro journey to avoid inconvenience.
It is most urgent and important.
R.N. Parashar
Secretary General
1st Floor North Avenue Post Office Building, New Delhi-110 001
(Most Urgent and Important)
APPEAL
All General Secretaries /NFPE Office bearers / Circle Secretaries / All India Office bearers of All NFPE Unions are requested to make their programme of stay for 5 days from Dated 12-2-2018 to 16-02-18 to participate in 5 days Dharna at Delhi.
Please Book tickets to & fro journey to avoid inconvenience.
All General Secretaries/CHQs are requested to make arrangement for stay of their respective leaders.
All Circle Secretaries are requested to select the participants from their circle as per quota allotment and ask them to book their to and fro journey to avoid inconvenience.
It is most urgent and important.
R.N. Parashar
Secretary General
Saturday 23 December 2017
Counting of pre appointment training period for TBOP/BCR/MACPS-case of RTPs and Adhoc PAs
This is regarding the counting of pre appointment training period for TBOP/BCR/MACPS.
1. Directorate letter no 44-2/2011-SPB II dated 5.5.20162. Department of Per & Trg OM no 16/16/89-Estt(Pay-I) dt 22.10.19903. Department of Per & Trg OM no 16/16/92-Estt(Pay-I) dt 31.3.1992
It is submitted that the period of induction training is to be counted for the purpose of drawing increments as per the communication cited against 2 above. The benefit has already been extended to those officials who undergone training after 1.1.1986. Their pay had been fixed notionally from 1.1.1986 and on actual basis from 1.10.1990 as per the instructions contained in the communication cited against 3 above.
As per the communication cited against 1 above, the above benefit has been extended to those officials who underwent training prior to 1.1.1986. This benefit has not been extended to those officials who underwent training prior to 1.1.1986. The service books and the particulars of training periods were called for by DO.
It is ascertained that the delay is due to the following reasons.
The case
In a number of cases, the training orders are not available either with the officials or with the administration. Also, there is no entry in the service book regarding the training. Hence, their cases have not been considered.
The remedy
The following is suggested. The prescribed training period is 90/105 days as per rulings on the subject and only 90 days’ of training period is to be counted for increment and hence for TBOP/BCR. At the first phase, this benefit was extended to those officials who underwent training on or after 1.1.1986 and now orders are issued for extending this benefit to those officials who underwent training prior to 1.1.1986, but not implemented. Based on the above, the officials can now be classified into those who had been extended the benefit and who had not been. This fact can easily be ascertained from the service book of the officials and this fact can be certified by the concerned DDOs. For example if the DCCS of the official is 1.1.1987 and if his first increment was drawn on 1.1.1988, it is clear that this official has not been extended the benefit. On the otherhand, if the first increment was drawn on 1.10.1997 it shows that this official has been extended this benefit. Since the orders were issued in 1992, the extention of this benefit and also the arrears paid particulars are available in the service book of the official. Considering the above fact, the benefit may be extended to those officials who underwent training prior to 1.1.1986, even without the training order or even training period, since only 90 days are to be taken for this benefit. It is not out of place to mention here that, the induction training is mandatory as per rules on the subject and also such training was imparted well before the regular appointment prior to 1.1.1986. It is practically impossible for the officials to produce the training orders and also the same difficulty lies with the administration to trace such orders since the case is more than 30 years old. The denial of this benefit for want orders is an injustice, as the officials are not responsible as well as the administration. Anyway this benefit is to be extended to those officials.
In the light of the above, it is requested that the training period may be included for increment without insisting for any orders, but based on the facts certified by the DDO as suggested above. It is submitted that there would be absoultely no scope for any official to get the benefit twice, since the cases are processed based on the service books and also after a full scrutiny.
The case
It is ascertained that in some divisions, those cases have been rejected and the benefit had not been extended. Many officials who underwent training well before 1.1.1986 but were regularised after a long period due to ban on creation of posts. Those officials were working as RTP against leave vacancies. These cases have not been considered by stating that there is a break between the period of training and the date of joining in the PA cadre on regular basis.
Also there are some officials who were posted on adhoc basis for some time and then their services were terminated due to litigation. Subsequently, those officials were again posted as Postal Assistants on regular basis. Those officials were also imparted training before their adhoc appointment. In those cases also, this benefit had not been extended, citing the break between their adhoc service and regular service.
The remedy
It is submitted that in both the cases above, the officials are entitled for this benefit. This denial of benefit may be due to the following. As per the FR 26, such period of training counts for increment and hence for TBOP/BCR. At the same time, as per Rule 22 of CCS (Pension) Rules 1972, such period of training counts as qualifying service for pension. These two aspects stand on entirely two different footing. A kind attention is invited to the following rules.
GIO (1) below FR 26 reads as follows. (Reference 2 cited above) (for increment)
3. The matter has been considered in the National Council (JCM) and it has been decided that in case where a person has been selected for regular appointment and before formally taking over charge of the post for which the selected person is required to undergo training, training period undergone by such a Government servant whether on remuneration of stipend or otherwise may be treated as duty for the purpose of drawing increments.
GID (1) below Rule 22 of CCS (Pension) Rules 1972 reads as follows (for pension)
2. The request made by the Staff Side of the National Council (JCM) has been examined and it has now been decided that in respect of Group “C” and “D” employees, who are required to undergo departmental training relating to jobs before they are put on regular employment, training period may be treated as qualifying service for pension, if the training is followed immediatelyby an appointment. This benefit will be admissiible to all Group C and D employees even if the officers concerned are not given the scale of pay of the post but only a nominal allowance.
From the above, it can be concluded that there should be no break in the case for counting the training period as qualifying service for pension and not for counting such periods for increment. There is a striking difference between the above 2 cases.
It is presumed that those cases have not been considered due to the non observation of the above striking difference between those cases. Even though there are provisions for condonation of the break due to various reasons under GID (1) below Rule 22 of Pension Rules, for counting the training period for pension, such condonation is not required for counting for increment.
It is submitted that as per FR 26, broken periods can be taken together, by omitting the breaks, towards increment. This benefit is extended under FR 26 alongwith proviso to FR 22. As per FR 26, for increment, the official should have completed the minimum prescribed service in order to earn his increment; the minimum prescribed service may be in spells.
In the light of the above, such officials are also eligible for the benefit of counting their training periods for increment and hence for TBOP/BCR as per existing rules on the subject.
In the light of the above, suitable action may be taken in this regard withoug further loss of time.
c. Convening of DPC or Review DPC
It is learnt that this benefit has not been extended in many divisions, stating that the cases should be placed before DPC for the modification of date of TBOP/BCR and hence the delay. In this connection, the following is submitted. The consideration by DPC or Review DPC is not at all necessary and an executive order will do.
Functions of the DPC
…The DPCs so constituted shall judge the suitability of officers for –
(a) Promotion to “Selection-cum-seniority” and “selection by merit” as well as “non-selection” posts.
(b) Confirmation in their respective grades/posts
(c) Assessment of the work and conduct of probationers for the purpose of determining their suitability for retention in service or their discharge from it or extending their probation; and
(d) Consideration of cases of Government servants for crossing the Efficiency Bar.
(G.I.Dept of Per & Trg. OM no 22013/1/2001-Estt.(D) dated 18.4.2001 as Found in Swamy’s Establishment and Administration under the chapter “Promotions”.)
For Review DPC
…Thus it may be necessary to convene Review DPCs to rectify certain unintentional mistakes, e.g.-
(a) Where eligible persons were omitted to be considered; or
(b) Where ineligible persons were considered by mistake; or
(c) Where the seniority of a person is revised with retrospective effect resulting in a variance of the seniority list placed before the DPC; or
(d) Where some procedural irregularity was committed by a DPC; or
(e) Where adverse remarks in the CRs were toned down or expunged after the DPC had considered the case of the officer.
(G.I. Dept of Per & Trg. OM no 22013/1/97-Estt.(D) dated 13.9.1998 as found in Swamy’s Establishment and Administration under “Promotions” under the sub head “Review DPCs”
From the above, it could be seen that the present case does not come under the purview of DPC. This is a case of extending the benefit of training period for increment and also for TBOP/BCR. This can be done by an executive order.
II. The case of MACPS
A kind reference is invited to Dte. Letter no. 4-7/(MACPS)/2009-PCC dt 18.9.2009 and letter of even number dated 23.6.2016.
The above communications allows the benefit of counting the training period for MACPS also. This benefit has already been extended in some postal circles, it is learnt.
The facts narrated above for TBOP/BCR is squarely applicable in this case also.
III. The prayer
From the foregoing discussions, it is very clear that those officials who underwent training before 1.1.1986 are also eligible for the benefit of counting the training period for TBOP/BCR upgradations.
Also, all the officials are eligible for the benefit of counting the training period for MACPS.
This benefit for MACPS is available as per Dte. No 4-7/(MACPS)-PCC dt 18.9.2009. The same had not been given effect due to the wordings used in para 9 of the annexure which reads as follows. “Service rendered on adhoc/contract basis before regular appointment or pre-appointment training shall not be taken into reckoning.” The word “or” denied the benefit. Subsequently the same has been modified as “service rendered on adhoc/contract basis before regular appointment on pre-appointment training shall not be taken into reckoning.” The word “on” assures the benefit.
As the denial of benefit is due to the mistake in the wordings used, it is requested that this benefit should be extended to all officials who were in service on 1.9.2008, the date of implementation of this scheme of MACPS which only will render justice to those officials who were in service and subsequently retired from service.
Since, those officials who are to retire from service in near future are the losers of this benefit, and there is only a little hope or no hope of extending this benefit to them, your early action in this regard is requested
It is imperative to mention that the implementation of CSI is in the offing. It is needless to say that things may be a little difficult when the drawal of pay is centralized and also the service books are digitized. Also in a centralized environment, processing of a huge number of such cases centrally would be a uphill task. The details of all such cases can be obtained from the DDOs duly certified as narrated above and the orders can be issued within a reasonable time, say a month. As such, it is once again requested for early action so that the entire process could be completed well before the implementation of the CSI, which is possible since the entire work is at Divisional level.
R.Hariharakrishnan
Postmaster,
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