Tuesday, April 21, 2015

Postal Dept. to start portal to sell products of govt. agencies

The Department of Posts, which has already made its foray into the growing e-commerce industry by delivering parcels, will soon start its own e-commerce portal to sell products manufactured by government agencies.


Niche area

Chief Postmaster General, Karnataka circle, M.S. Ramanujam told The Hindu that government agencies are involved in manufacture of a wide variety of products including handloom and handicrafts.

“It is a niche area, which the Department of Posts is eying”, he said.

Earlier, speaking after releasing the souvenir to mark the Golden Jubilee of Postal Training Centre (PTC) here on Monday, Mr. Ramanujam said the department’s losses from the mail segment will be more than compensated by the boom in the e-commerce industry.


The department, which has begun delivering e-commerce consignments, including same-day delivery in major metros, including Bengaluru, is having its hands full. “I don’t have to worry about the drastic shrinkage in the mail delivery. We are flooded with so many booking of parcels from e-commerce companies,” Mr Ramanujam said.

GDS DA ORDERS


Wednesday, April 15, 2015

DoP has plans to set up Post Bank of India under payments bank licence





The Department of Posts (DoP) will soon seek Cabinet approval for Rs 240 crore for setting up Post Bank of India.

The DoP has plans to set up Post Bank of India under payments bank licence. The Reserve Bank of India has already issued licensing norms for niche banks -- payments banks and small banks.

The DoP, which has applied for a payments bank licence, has a hybrid model in mind to operate Post Bank of India. Reserve Bank Governor Raghuram Rajan yesterday had said while the banking sector is set to undergo changes in the next few years, "we are going to possibly have postal bank".

"The Department is in the process of seeking approval for about Rs 240 crore from Expenditure Finance Committee which will then need nod from Cabinet," an official source told PTI.

As per RBI guidelines, payments banks would offer a limited range of products such as demand deposits and remittances. They will not be allowed to undertake lending activities and will be initially be restricted to holding a maximum balance of Rs 1 lakh per individual customer.

They will be allowed to issue ATM or debit cards as also other prepaid payment instruments, but not credit cards.

According to a source, Communications and IT Minister Ravi Shankar Prasad has approved hybrid model suggested by Ernst & Young which prepared detailed project report on Post Bank of India (PBI).
"E&Y has come out with three models but suggested preference to a hybrid model. Under which about 600 branches will directly operated by PBI staff in post office premises and transactions in other parts of the country will be supported by India post staff," the official said.

Post Bank of India is proposed to have its own employees and IT infrastructure. The transaction handled by India Post , employees will be entered in to computer server of PBI.

The Department expects revenue of over Rs 550 crore from PBI in first 5 years.

"India Post will earn from every transaction it will carry out for PBI and rents that it will get from its branches. India Post financial services like saving account, postal life insurance will continue as it is," the official said.

The DoP will evaluate its five year performance as payments bank and then it will take call of setting up full fledged banking service.

Wednesday, April 8, 2015

NEW POSTAL HOLIDAY HOME AT PONDICHERRY

NEW POSTAL HOLIDAY HOME AT PONDICHERRY 


A new Postal Holiday Home will start functioning at Pondicherry with effect from 01.04.15.

 The address of the Holiday Home is:

 10/11, Paradise Apartment 

Venkata Nagar 

Pondicherry 605011 


The controlling officer is SSPOs, Pondicherry Division, Pondicherry 605001. Tel: 0413-2344855. 

The Holiday Home has 2 Suites with 2 beds in each.

 PMG (CCR) Chennai 600002

POST OFFICE FORMS - GOOGLE DRIVE DOWNLOAD LINK



All Forms for Head Post Office :      DOWNLOAD

All Forms for Sub Post Office :        DOWNLOAD

All Forms for Branch Post Office :  DOWNLOAD

All Forms for Divisional Office :      DOWNLOAD




First ‘Post Shoppe’ of Tamilnadu Postal Circle was inaugurated at Chennai GPO



Enrolment for Aadhaar numbers and seeding in service records of all employees - regarding.

Enrolment for Aadhaar numbers and seeding in service records of all employees - regarding.




To view Department of Pension & Pensioners' Welfare Letter No.1/19/2014-P&PW (E) dated 1st April, 2015 please CLICK HERE

14th Finance Commission Directions to 7th CPC



                                 CLICK HERE FOR FULL REPORT





Refer page no 240 to 250 of the report 

17.24 Technically, the recommendations of a Central Pay Commission are only for Central Government employees and States are not bound to follow suit. Indeed, up to the 1980s, States constituted their own Pay Commissions and prescribed their own pay scales, based upon their fiscal capacity. However, since the Fifth Central Pay Commission, salaries and allowances in States have tended to converge with those in the Union Government and since the Sixth Central Pay Commission, almost all States have adopted the Union pattern of pay scales, albeit with modifications.
17.27 Our concern is the likely impact on overall budgetary resources, particularly of the States, once the recommendations of the Seventh Central Pay Commission are announced and adopted by the Union Government. All States have asked us to provide a cushion for the pay revision likely during our award period. The Union Government's memorandum has built, in its forecast, the implications of a pay increase from 2016-17 onwardsrecommendations of the Seventh Central Pay Commission are likely to be made only by August 2015, and unlike the previous Finance Commissions, we would not have the benefit of having any material to base our assessments and projections and to specifically take the impact into account. We have, therefore, adopted the principle of overall sustainability based on past trends, which should realistically capture the overall fiscal needs of the States.


17.28 In our view, on matters that impact the finances of both the Union and States, policies ought to evolve through consultations between the States and the Union. This is especially relevant in the determination of pay and allowances, where a part of the government itself, in the form of the employees, is a stakeholder and influential in policy making. A national view, arrived at  through this process, will open avenues for the Union and States to make collective efforts to raise the extra resources required by their commitment to a pay revision. More importantly, it would enable the Union and States to ensure that there is a viable and justifiable relationship between the demands on fiscal resources on account of salaries and contributions to output by employees commensurate with expenditure incurred. In this regard, we reiterate the views of the FC-XI for a consultative mechanism between the Union and States, through a forum such as the Inter-State Council, to evolve a national policy for salaries and emoluments.

17.29 Further,we would like to draw attention to the importance of increasing the productivity of government employees as a part of improving outputs, outcomes and overall quality of services relatable to public expenditures. The Seventh Central Pay Commission, has, inter alia, been tasked with making recommendations on this aspect. Earlier Pay Commissions had also made several recommendations to enhance productivity and improve public administration. Productivity per employee can be raised through the application of technology in public service delivery and in public assets created. Raising the skills of employees through training and capacity building also has a positive impact on productivity. The use of appropriate technology and associated skill development require incentives for employees to raise their individual productivities. A Pay Commission's first task, therefore, would be to identify the right mix of technology and skills for different categories of employees. The next step would be to design suitable financial incentives linked to measurable performance. We recommend the linking of pay with productivity, with a simultaneous focus on technology, skills and incentives. Further, we recommend that Pay Commissions be designated as 'Pay and Productivity Commissions',with a clear mandate to recommend measures to improve 'productivity of an employee', in conjunction with pay revisions. We urge that, in future, additional remuneration be linked to increase in productivity.

Pensions
17.30 Pensions have been growing steadily, and the liability for pension payments is likely to cast a very heavy burden on budgets in the coming years. Some of the factors contributing to this growth are: (i) the rise in pensions recommended by successive Pay Commissions; (ii) removal of the distinction between people retiring at different points of time, so that all pensioners are treated alike in their pension rights; (iii) taking over the liability for pensions of retired employees of aided institutions and local bodies; and (iv) increasing longevity. The New Pension Scheme (NPS), a contribution-based scheme introduced by the Union Government in 2004 for all new recruits after the cut-off date, has now been adopted by all States, with the exception of West Bengal and Tripura. This scheme has the merit of transferring future liabilities to the New Pension Fund and factoring the current liability on a State's contribution from its current revenues. We urge States which have not adopted the New Pension Scheme so far to immediately consider doing so for their new recruits in order to reduce their future burden.

Conclusion: - The recommendations of 14th Finance Commission are important for 7th Pay Commission.  As the recommendations of 14th FC is applicable with effect from 01.04.2015 the impact of above mentioned recommendations will be the part of 7th CPC.  Need not to say that 7th CPC has the challenge to prepare the report in stipulated time including the views of 14th FC

Release of additional installment of Dearness Allowance to Central Government employees and Dearness Relief to Pensioners, due from 1.1.2015

Tuesday, April 7, 2015

A brief representation of facts ,we want to narrate

  



  No. Memorandum/7th CPC/Mar’15 dated 24th March,2015

To
The Hon’ble Chairman,
7th Central Pay Commission,
B-14/A, Chatrapati Shivaji Bhawan,
Qutub Institution Area
New Delhi

Sub: A brief representation of facts in connection with 7th CPC Memorandum, submitted by on 18th July,2014.
Ref: D.O. NO: 7CPC/158/Meetings/2015
Respected Sir,

A brief representation of facts ,we want to narrate
  
1)  Although it seems that, we have been representing the Circle Administrative Offices of the Department of Posts only but in reality we have been functioning for various Ministries and Departments including issuance of PAN Cards, Voters I Cards, safe delivery of Question Papers and Answer Papers of various examining bodies like UPSC, SSC, CBSE, ICSE etc. Moreover, action has already been initiated for managements of All Government Services requiring registration, certification or govt. over-sight including Aadhar Card and Ration Cards, bill correction and payment on behalf of Government departments  by the Department of Post.
2)  In the Secretariat, significant element for directly recruited Assistants is 50% whereas in our case, 75% of posts are for directly recruited Assistants of Postal Circle Administrative Offices & 25% through LGO examination. In Central Secretariat Service many people who started their carrier as Assistants are automatically being promoted on the basis of seniority criterion because of 15% reservation exclusively for them. In other way, Central Secretariat acknowledges and promotes that the task of a secretariat in the cadre of Assistants can even be managed on the basis of seniority. Whereas in our case there is no scope of getting promoted to the cadre of assistants, the sole criterion being recruitment through competitive exams only which clearly defines the importance and qualitative aspects of the assistants of the Circle Administrative Offices.
3)  For the Assistants of Circle Administrative Offices, minimum educational qualification was 10+2 with 60% minimum marks, people with almost 94% marks applied for Assistant Cadre and recently w.e.f 27.01.2014, simply 10+2 class pass is the criterion suggested by DOP&T whereas, in almost all the Circle        Administrative offices, it is graduation/ Post-graduation and even Engineering graduates with multi-skilled efficiency and Computer Knowledge staff are working as Assistants.
Despite the above facts the educational qualification for the assistants has been fixed as 10+2, which may be best explained by the Department itself only.
4)  In the Railway Administrative Offices, the Assistants cadres were upgraded long ago through Restructuring. Assistants of the office of the Comptroller and Auditor General of India, 80% of the posts have been upgraded. In Income Tax deptt. , the Assistants were placed in better scale compared to the Assistants of staff of Postal Administrative offices. Assistants of the office of the GM(Postal Accounts), sub-ordinate to Circle Administrative Offices are also drawing better promotional avenues than the Assistants of Circle Administrative Offices.
Grade pay of the Managers of “D” type canteen has been upgraded to Rs 4,200/- vide VIth CPC order dated 3.04.2005, whereas we have been suffering badly.
5)  a) Circle Administrative offices have to enforce and execute the policy and program of the Central Government pertaining to the Postal Services like other Ministries and Departments in addition to ensure and supervise the efficiency of Postal Services in the state/circle.

b) It has to discharge all administrative and financial responsibility delegated to the state/circle heads.

c) It has to regulate and supervise Railway Mail Service within the territorial jurisdiction of the state/circle.

d) It has to control the budget for all wings of Services.

e) It has to function as a Quasi Judiciary Institution being the appellate authority in the matter of Deptt. proceedings.

f) Circle Administrative Offices are the clearing houses of rulings.

g) It has to take necessary measures to collect revenue of the department and to formulate measures for fall in revenue.

h) It has to conduct investigation of loss and fraud cases of the department.
i) It has to ensure welfare of the employees in Postal and RMS Divisions including scholarship, compassionate appointment, and medical reimbursement and sports events.
j) It has to play significant role for IT projects by arranging workshops, training, personal interactions and productivity of various softwares are also monitored by Circle Administrative Offices.
k) Apart from the traditional services, the staff of Circle Administrative Offices are also involved and also exerting their best in connection with business development and Marketing of its new products like speed post, business post, print to post, Express parcel and business parcel. Bill mail service, e-post, Media post, e-payment, retail post & logistic post.
6) It has to regulate and supervise savings bank and savings certificate scheme of Govt. of India. Thus , it has to act as the head of the state of the largest savings bank of India.
In the year 2013-14, the POSB operations of India post had more than 32 crore live accounts with outstanding balance of more than 6 lakh crores. The number of fraud and loss cases reported during the same period were only 634 involving Rs 21 Crores (.000035%) of total deposits. Even in these cases the major part of the amount involved is recoverable from fraudulent persons or the employees found negligent in their duties.
7) Circle Administrative Offices have to regulate and supervise the entire Postal life insurance & Rural Postal Life Insurance work (1995). Thus , the Circle Office has to analyze and critically examine the works of insurance business like Life Insurance Corporation of India.
As of end March, 2014, the Deptt. of Post was operating  over 54 lakh PLI policies, with an aggregate sum assured of nearly Rs 102,276 crores. The number of policies under the RPLI schemes was over 1.5 crore, with an assured sum of over Rs 79,466 crores.
8) Vivid description of distribution of works done among the sections in Circle Administrative Offices have elaborately been narrated between Page 11 to 32 of our memorandum submitted to Hon’ble VIIth  CPC Chairman & Secretary. Duties of the MTS, Gr-C (erstwhile Group-D) have been narrated at Page 38 of the Memorandum.
9) The specialties of the staff working in Postal Circle Administrative Offices have been narrated at pages 42,43, 44,47,48 & 49.
10) The working pattern of the Assistants and Supervisors in Circle    Administrative offices, is still not being a stereo type or proforma   based or of routine nature. Besides having the proficiency/ administrative skills for decision making or making drafts including the        DO drafts (which were earlier being done by Stenographers) and ‘by     analysing policy implications with reference on the matter, requires both     the operational and managerial works. Confidential letters, dealing with   VIP complaints, Parliamentary Questions and interpreting the rules  along with Banking and Insurance Sectors’ control and functioning, have since long increased the gravity/role of Postal Assistants in Circle        Administrative Offices and in reality, we have been functioning and   dealing with the matters which are more complex than that of the       Assistants of Postal/RMS offices & even that of Central Secretariat       offices.
       Considering all those aspects, we have proposed higher scale of pay for the staff of Circle Administrative Offices.


     Promotional Avenues and our resentments.
1)  For decades long the Circle Administrative offices had the LDC and UDC staffing pattern and it was only on 22-07-1993, the Department of Posts through an order changed the staffing pattern implementing TBOP/BCR scheme in those offices w.e.f 26-06-1993.
          After the implementation of TBOP/BCR scheme, 66.66% of UDC who          were in the scale of pay of Rs 1200-Rs2040 were placed in the           downgraded scale of Rs 975------------Rs 1660/-, 20% functional      
          LSG posts in the scale of Rs 1400----Rs 2300 and 10% UDC Spl Pay         posts were surrendered.

          Moreover, 10% posts in the basic cadre were abolished. Thus, from  
          the year 2000 onwards 10%+18% (@2% each year upto 2009) equal  
          to 28%, if not more, posts in the PACO cadre were abolished. The   
          net gain by the Department was Rs 1,41,295 per month for a big
          Circle like UP or Bihar or West Bengal or Tamil Nadu in 1993. Thus,
          the Govt gained by more than Rs 4 Crore per year by introduction of
          TBOP/BCR. The magnitude of huge savings by the Deptt. Of Posts      
          upto 31.08.2008 (MACP introduced w.e.f 01-09-2008) i.e for 15
         years was approximately Rs 60Crores, if not more. Then came ban  
        order and accordingly the 1/3rd of the vacancies were filled up and the
        rests were abolished.
1)  Supervisors: They are appointed from amongst the Seniormost officials and posted against Norm Based LSG, HSG-II and HSG-I posts. They have been entrusted with higher responsibility involved in the main stream of development process. Their accountability is that they are middle level managerial staff. Surprisingly, they are not getting higher scale or benefit for their accountability and responsibility. On the contrary, even the Special pay is being offered for officers where as Section Supervisors are not.
      
       Scope of promotion to LSG, HSG-II and HSG-I cadre has been   drastically marginalised. Number of LSG posts in Circle Administrative Offices including the Office of Director, Postal Life Insurance is 250     throughout the country and that of HSG-II is 57, both figures are subjected to variation depending upon the workload. This meagre number        of LSG and HSG-II posts is causing Lack of supervision. HSG-I posts   are much less in number. Thus, regular promotion after long years of       service to the department is bleak and a feeling of demoralization is    being badly felt.

       More and more number of Posts for LSG, HSG-II and HSG-I cadres   with financial benefit need to be provided on top priority basis. To ensure better monitoring and efficiency, supervisors should be awarded special pay.


       2) STAFF STRENGTH

       In 23 Circles including office of the Director, PLI and 37 Regional      Postmaster Generals’ offices, the total number of Posts for the   Assistants and Supervisors will not exceed even 3600 and number of    MTS would not exceed even 800.

       We earnestly request the Hon’ble Chairman Sir of 7th CPC that Direct  recruitment for the posts of Postal Assistants should be through the SSC and minimum educational qualification should be Graduate.

New emerging scenario

The new areas of Postal Operations under business development activities are growing like anything and helping the department for generating an appreciable amount of revenue and role played by the staff of Circle Administrative Offices is increasing day by day. The services like speed post, business post, print to post, Express parcel and Business parcel, Bill Mail Service, e-post, Media post, E-payment and





Retail Post are increasing our revenues many folds. Further e-commerce business also increasing its network to help the department to earn more and more revenues.

Therefore, the role of the officials working in the Circle Administrative Offices need to be reassessed and justice is to be done for their betterment. This is our earnest appeal to our Hon’ble Chairman Sir of 7th CPC.

Yours faithfully,



(Pranab Bhattacharjee)
General Secretary