India Post has an approved Plan Project with an outlay of R.1877.2 Crore for IT Modernization Project. The project has following components: i. Development of integrated modular scalable applications for mail, banking, Postal Life Insurance advanced financial services and ERP solutions for accounts and HR Operations of the Department. ii. Provision of ICT devices in rural post offices with required applications for performing postal, banking, insurance, retail operations. iii. Establishment of IT infrastructure of Data Centre and Disaster Recovery Centre and networking of all Post Offices including Branch Post Offices in the rural areas. iv. Provision for training, change management, capacity building of the employees of the department along with setting up of the Project Management units of Department, Circle, region and Division levels for smooth and timely implementation of the project (a) 100 Days Agenda finalized on January 01, 2011 included selection of vendors for the following solutions:- 1. Customer Interaction Management Solution 2. Mail Operation Solution 3. Human Resource Management Solution and Finance and Accounts Solution 4. Banking and Postal Life Insurance Solution 5. Change Management 6. Establishment of Data Centre 7. Rural ICT Service Integrator 8. Network Integrator (b) Status of compliance (i) Customer Interaction Management Solution Objectives: To enable 24x7 transactions for customers through web portal, call centres and ATMs. Status: Vendors have been shortlisted. RFP will be issued on April 15, 2011. (ii) Mail Operations Solution Objectives: a) This will provide full article visibility across the supply of chain – from booking to delivery b) It will help improve revenue generation through new services/products e.g., Logistics Post. c) The solution will increase number of delivery channels for services/products, e.g. web portal and call centre. Status: Vendors have been shortlisted. RFP will be issued on April 15, 2011. (iii) Enterprise-wide Human Resource Management Solution and Finance & Accounts Solution Objective: a) The solution would enable one single source of data across Department of Posts by online data capture and real time reconciliation b) The solution would enable centralized payroll processing. c) The solution would help the Department of Posts move from cash based to accrual based accounting system. d) The Department Recruitment process would be streamlined. Status: Vendors have been shortlisted. RFP will be issued by April 15, 2011 (iv) Banking and Postal Life Insurance Solution: Banking Solutions objectives It will lead to Centralized processing of transactions/data, ATMs, Mobile Banking and Real time Banking. This will also enable e-commerce and web channels for customers. Postal Life Insurance Solution objectives a) It enables the complete insurance solution by eliminating delays and errors. b) This will enable the interaction through multiple channels, c) The solution would also enable safer and faster transactions including premium collection and disbursement. Status: RFP has been issued. Technical evaluation of Banking Solution will be completed by April 30, 2011. (v) Change Management Objective Change Management for the India Post 2012 program will focus on effective management of change in technology and business process as a result of introduction of the IT solutions. (vi) Establishment of Data Centre Objective Networking of all 1.55 lakh post offices Status RFP has been issued. Process of evaluation of bids is going on. vii) Rural ICT Service Integrator Objective To provide ICT services of Postal, Banking and Insurance in rural post offices Status RFP has been issued. Technical evaluation of bids will be completed by April 30, 2011. (viii) Network Integrator Status RFP has been issued on April 06, 2011 II. COMPUTERIZATION OF 9,600 POST OFFICES Orders have been placed for supply of computers to 9,600 post offices. Supply has commenced. III. WHITE LABEL PRE-PAID CARDS The Department is going to introduce White Label Pre paid cards in collaboration with banks. Objective The objective of launching this card is to leverage cash handling expertise and the network of India Post in order to facilitate non-cash based transactions for purchase of products and services at retail outlets across the country and to earn revenue through value added service. This card will be magnetic strip based loaded with pre-determined amount in rupees and could be operated at merchant locations, ATMs and designated post offices. Status Department of Posts has got approval from the RBI. Partner banks are awaiting the approval from RBI. IV. FLAT RATE BOXES 100 days agenda to introduce Pre-paid parcel boxes for domestic parcels for 1 Kg, 2.5 Kg and 5 Kg. The boxes will be sold through more than 800 post offices across the country. V. PASSENGER RESERVATION SYSTEM (PRS) - 100 days Agenda Railway Passenger Reservation System (PRS) to be provided through 71 more post offices (in addition to the existing 120 post offices) by March 31, 2011 to benefit people who are living away from Railway Booking Counters. Status Railway Passenger Reservation System has been provided to 12 more post offices. VI. UP-GRADATION OF SPEED POST CENTERS - 100 days Agenda 17 more Speed Post centers to be equipped with handheld scanners and bar code readers to provide better track and trace facility to the customers. Status ll 17 Speed Post centers have been up-graded. VII. MICRO-INSURANCE POLICY – 100 days Agenda To underwrite 45 lakh Micro-Insurance policies in Rural Areas. Status 46.62 Lakh Micro-insurance policies have been underwritten in rural areas as on March 31, 2011. SP/AS Source: Press Information Bureau
Wednesday, April 13, 2011
CONFEDERATION CIRCULAR NO 8 DATED: 8TH APRIL 2011
Dear Comrade The indefinite fast commenced by Shri Anna Hazare against corruption and for an effective mechanism that will act as a deterrent against corruption has, by this time, caught the imagination of common people. The indefinite fast by Shri Hazare has touched the conscience of every Indian. It is quite heartening to note that people from all walks of life cutting across social and regional barriers are coming out in support of the cause espoused by Shri Hazare. This gives hope. Confederation of Central Govt employees & workers extends its full support to the indefinite fast against corruption by Shri Anna Hazare. Confederation HQrs call upon every affiliate & State Committees of Confederation to manifest solidarity with the cause espoused and action of indefinite fast by Shri Hazare. Day long mass fast and mass meetings during lunch hour may be arranged on 11th April2011, Monday– if solution eludes and the fast continues. With greetingsYours fraternally (M. S. Raja)Secretary "NFPE CALLS UPON ENTIRE RANK AND FILE TO OBSERVE THE CONFEDERATION PROGRAMME SERIOUSLY."
MINUTES OF THE MEETING HELD BETWEEN OFFICE BEARERS OF ALL INDIA POSTAL ADMINISTRATIVE OFFICES EMPLOYEES UNION GR. 'C' & 'D' WITH CHIEF GENERAL MANAGE
A meeting was held with the Office Bearers of All India Postal Administrative Offices Employees Union Gr. 'C'& 'D' at 11.00 hrs on 22.03.2011 under the Chairmanship of Shri S.K. Sinha, Chief General Manager. The following attended the meeting: 1. GM (B) 2. GM (P) 3. Sri Pranab Bhattacharjee, General Secretary 4. Sri S.P. Mukherjee, Vice President, NFPE. 5. Sri S.C. John, Asstt. General Secretary 6. Sri U.S. Chakraborty, Organizing Secretary. 1) The General Secretary pointed out that work had been carried out for Office of DPLI, Kolkata. The work study recommended that there was shortage of staff because of which the work is suffering. However, posts have not been filled in year after year despite the retirement of many officials. Chief General Manager explained to the members of the union that work study had been carried out in 2005 and its findings may not be relevant today as all the operations of PLI/RPLI in the Circles/Regions/Divisions have been computerized and all the data now resides in National Data Centre, instead of in the local server. Further, the earlier system of manual transmission of data is not required in the changed scenario. 2) The Staff Side pointed out that there is proposal to computerize the office of DPLI, Kolkata and there should be impact assessment on this office as a result of computerization. It was explained to the Staff Side that the use of term of computerization of DPLI is a misnomer as DPLI, Kolkata can assess the desired information by logging into the National Data Centre. Hence, no stand alone software is required for the office of DPLI, Kolkata. DPLI shall be provided access to the National Data Centre for extracting the necessary data. 3. CGM explained to Staff Side there is intense competition in the insurance market. Apart from PLI/RPLI and LIC, there are 22 other Insurance Companies which are making significant inroads in to the rural market. There is a need for devising new strategy to meet the competition. Keeping this in view, the role of staff in DPLI, Kolkata needs to be redefined. Suggestions from the Staff Side would be desirable. However, as per requirements, the skill enhancement/retraining would have to be provided to the staff, to the extent as such that staff can be used productively given the competitive market. The meeting ended with vote of thanks to the Chair. Sd/- (A.K.Poddar) GM (P)
Friday, April 8, 2011
WORLD FEDERATION OF TRADE UNIONS (WFTU)
FROM 2011 APRIL 6TH TO 10TH Com. M. Krishnan, Secretary General, NFPE attending The World Congress of the World Federation of Trade Unions (WFTU) will be held at Athens (Greece) from 6th to 10th April 2011. Com. K. K. N. Kutty, Secretary General, Confederation of Central Government Employees and workers & Com. M. Krishnan, Secretary General, NFPE are attending the Conference. WFTU is the strongest united movement of the World Trade Unions, with Head quarters at Athens, the capital city of Greece. It is known as the democratic progressive Trade union movement of the world. WFTU was formed in the year 1945 and now about 220 trade unions from 120 countries are affiliated to it. WFTU is a member of ILO. General Secretary is Com. George Mavrikoz.
GRANT OF DEARNESS RELIEF TO CENTRAL GOVERNMENT PENSIONERS/FAMILY PENSIONERS – REVISED RATE EFFECTIVE FROM 1-1-2011
F. No. 42/15/2011-P& PW(G) Government of India Ministry of Personnel, Public Grievances & Pensions Department of Pension & Pensioners' Welfare 3rd Floor, Lok Nayak Bhavan, Khan Market, New Delhi - 110003 Date: 29th March 2011 OFFICE MEMORANDUM Sub: Grant of Dearness Relief to Central Government pensioners/family pensioners – Revised rate effective from 1-1-2011 The undersigned is directed to refer to this Department's OM No. 42/18/2010-P&PW(G) dated 27th September, 2010 on the subject mentioned above and to state that the President is pleased to decide that the Dearness Relief (DR) payable to Central Government pensioners/ family pensioners shall be enhanced from the existing rate of 45% to 51% w.e.f. 1st January, 2011. 2. These orders apply to (i) All Civilian Central Government Pensioners/Family Pensioners (ii) The Armed Forces Pensioners, Civilian Pensioners paid out of the Defence Service Estimates, (iii) All India Service Pensioners (iv) Railway Pensioners and (v) The Burma Civilian pensioners/family pensioners and pensioners/families of displaced Government pensioners from Pakistan, who are Indian Nationals but receiving pension on behalf of Government of Pakistan and are in receipt of ad-hoc ex-gratia allowance of Rs. 3500/- p.m. in terms of this Department's OM No. 23-1-97-P&PW(B) dated 23-2-1998 read with this Department's OM No. 23-3-2008-P&PW(B) dated 15-9-2008. 3. Central Government Employees who had drawn lumpsum amount on absorption in a PSU/Autonomous body and have become eligible to restoration of 1/3rd commuted portion of pension as well as revision of the restored amount in terms of this Department's OM No. 4/59/97-P&PW (D) dated 14-07-1998 will also be entitled to the payment of DR @ 51% w.e.f. 1-1-2011 on full pension i.e. the revised pension which the absorbed employee would have received on the date of restoration had he not drawn lumpsum payment on absorption and Dearness Pension subject to fulfillment of the conditions laid down in para 5 of the O.M. dated 14-07-98. In this connection, instructions contained in this Department's OM No.4/29/99-P&PW (D) dated. 12-7-2000 refer. 4. Payment of DR involving a fraction of a rupee shall be rounded off to the next higher rupee. 5. Other provisions governing grant of DR in respect of employed family pensioners and re-employed Central Government Pensioners will be regulated in accordance with the provisions contained in this Department's OM No. 45/73/97-P&PW (G) dated 2-7-1999 as amended vide this Department's OM No. F. No. 38/88/2008-P&PW (G) dated 9th July, 2009. The provisions relating to regulation of DR where a pensioner is in receipt of more than one pension will remain unchanged. 6. In the case of retired Judges of the Supreme Court and High Courts, necessary orders will be issued by the Department of Justice separately. 7. It will be the responsibility of the pension disbursing authorities, including the nationalized banks, etc. to calculate the quantum of DR payable in each individual case. 8. The offices of Accountant General and Authorised Public Sector Banks are requested to arrange payment of relief to pensioners etc. on the basis of these instructions without waiting for any further instructions from the Comptroller and Auditor General of India and the Reserve Bank of India in view of letter No. 528-TA, II/34-80-II dated 23/04/1981 of the Comptroller and Auditor General of India addressed to all Accountant Generals and Reserve Bank of India Circular No. GANB No. 2958/GA-64 (ii) (CGL)/81 dated the 21st May, 1981 addressed to State Bank of India and its subsidiaries and all Nationalised Banks. 9. In their application to the pensioners/family pensioners belonging to Indian Audit and Accounts Department, these orders issue after consultation with the C&AG. 10. This issues with the concurrence of Ministry of Finance, Department of Expenditure conveyed vide their OM No. 1(4)/EV/2004 dated 28rd March, 2011. 11. Hindi version will follow. s/d (S.P.Kakkar) Under Secretary to the Government of India
SAVE POSTAL DEPARTMENT
NATIONAL FEDERATION OF POSTAL EMPLOYEES FEDERATION OF NATIONAL POSTAL ORGANIZATIONS ALL INDIA POSTAL EXTRA DEPARTMENTAL EMPLOYEES UNION NATIONAL UNION OF GRAMIN DAK SEVAKS NEW DELHI Dated – 31.03.2011 URGENT CIRCULAR JOINT COUNCIL OF ACTION DECIDES INDEFINITE NATION WIDE STRIKE FROM 5TH JULY 2011 Submission of Charter of Demands and demonstration on 20th April 2011 Mass Dharna in front of Dak Bhawan, Circle/Region/Divisional Offices on 25th May 2011 Joint circle conventions of all Circle and Divisional Secretaries in June 2011 JCA National Leaders will address the Circle Level Joint Conventions Mobilise the entire Postal and RMS Employees Conduct General Bodies, Conventions, Group Meetings and office to office campaign Meet the MPs, MLAs and other representatives of the people and seek their intervention Central JCA will seek the intervention of Hon’ble Minister Communications and IT Ensure maximum participation of employees in all programmes MAKE THE AGITATIONAL PROGRAMMES CENT PERCENT SUCCESS The Central JCA meeting of NFPE, FNPO and GDS Unions held on 30.03.2011 has unanimously decided to go on nation wide indefinite strike from 5th July 2011, protesting against the unilateral orders of the Department to close down large scale post offices and RMS office and also for settlement of the long pending demands of the Postal and RMS employees including Gramin Dak Sevaks. The copy of the letter submitted to the Secretary Department of posts on 31.03.2011 conveying the JCA decision is enclosed herewith. Please print the letter in local languages in full and circulate among the employees including GDS WITHOUT FAIL. Copy of the detailed Charter of Demands to be submitted to Secretary, Department of Posts and also to all CPMGs/PMGs/Divisional Heads will be sent separately within a week. All are requested to make the above mentioned programmes of action a grand success. With struggle greetings Yours fraternally, M. Krishnan Secretary General, NFPE D. Theagarajan Secretary General, FNPO K. V. Sridharan General Secretary, AIPEU Group ‘C’ D. Kishan Rao General Secretary, NAPE Group ‘C’ Ishwar Singh Dabas General Secretary AIPEU -Postmen & MSE/Group ‘D’ T. N. Rahate General Secretary NAPE Postmen, MTS & Group ‘D’ Giriraj Singh General Secretary AIRMS & MMS EU Group ‘C’ D. Theagarajan General Secretary R-3, FNPO P. Suresh General Secretary AIRMS & MMS EU MG & Group ‘D’ A. H. Siddique General Secretary R-4, FNPO Pranab Bhattacharjee General Secretary AIPAOEU – NFPE O.P.Khanna General Secretary AIPAOA(FNPO) S. S. Mahadevaiah General Secretary AIPEDEU P.U.Muralidharan General Secretary GDS – NUPE T. Satyanarayanan General Secretary AIPAEA H.L. RAMTEKE General Secretary AIPAOA S. Appanraj General Secretary AIPSBCOEA S. Sambandam General Secretary NASBCO S. A. Raheem General Secretary AIPCWEA Pratha Pritam Ghorai General Secretary NUCWEA Posted by NFPE at 12:57 PM 0 comments Links to this post Reactions: if (window['tickAboveFold']) {window['tickAboveFold'](document.getElementById("latency-2187132021378121281")); } CHARTER OF DEMANDS 1. Stop closure /merger of PO/RMS Offices including BOs. Review the orders implementing Speed Post Hubs and Delivery Hubs and restore status quo ante. Stop outsourcing the works of Postal, RMS & MMS functions. <!--[if !supportLists]-->2. <!--[endif]-->Grant status as Central Civil Servant to GDS employees for all purposes including service matters, pay scale, increment, allowances, pension, promotion and other terminal benefits, leave, bonus and trade union facilities. Scrap new recruitment rules for appointment as postmen which curtails promotional avenues – restore previous rules and withdraw tighten norms assessing BPM’s work. Drop reduction of allowances in case of reduction of workload. <!--[if !supportLists]-->3. <!--[endif]--> Revise the wages of casual labourers and contingent employees w.e.f. 01.01.2006 based on the minimum pay recommended by 6th CPC. Stop outsourcing the work of casual labourers and contingent work. Grant temporary status to eligible full time casual labourers , Convert part time into full time absorb full time , part time contingent employees in vacant GDS posts. <!--[if !supportLists]-->4. <!--[endif]-->Immediate revision of OTA & OSA rates. <!--[if !supportLists]-->5. <!--[endif]-->Implement the assurances made on 12.07.2010 Strike Settlement and also the JCM Departmental Council Meeting held on 23.08.2010.( List enclosed) Ensure prompt holding of Departmental Council Meetings. <!--[if !supportLists]-->6. <!--[endif]-->Immediate finalization of Cadre Restructuring proposals including Postal Accounts as assured by the Secretary Department of Posts and its implementation. <!--[if !supportLists]-->7. <!--[endif]-->Stop decentralization of Postal Accounts, PLI and RPLI and ensure status-quo. Save DPLI office, Kolkata and ensure job security to the staff, DPLI. <!--[if !supportLists]-->8. <!--[endif]-->Expedite the process of filling of all vacant posts in all Wings including GDS. <!--[if !supportLists]-->9. <!--[endif]-->Stop implementation of Postmaster Cadre till finalization of Cadre Restructuring. Ensure 100% filling up of LSG, HSG-II, HSG-I before implementation of Postmasters Cadre, remove the retrograde eligibility conditions for appearing the examination of Grade I and PSS Group B and allow account line officials also. <!--[if !supportLists]-->10. <!--[endif]-->Drop the proposed move of ending the services of existing System Administrators by outsourcing the technology work to the outsider agencies. Create the System Administrators Posts as assured and specified norms and other works and make the cadre as a promotional cadre to PA/SA. <!--[if !supportLists]-->11. <!--[endif]-->Stop combination of beats /double duty, stop harassment of staff insisting 100% impracticable condition for delivery under Project Arrow. Settle the demands raised in the Postmen Committee such as distance factor, number of articles, Grant of Cycle allowance without distance condition, cash payment for uniform and kit items, Supply of good quality uniforms, Revision of norms. <!--[if !supportLists]-->12. <!--[endif]-->Fixing norms for new assigned works of MTS. Allow to decline postman promotion for MTS under seniority quota and review the recruitment rules of MTS to Postmen / Mail Guards. <!--[if !supportLists]-->13. <!--[endif]-->Grant promotions to Drivers / Artisans at par with other C.G. organizations like Railways/Defence. Higher Pay Scales to charge hand & Drivers. Revision of CRC EPP and Logistic norms. <!--[if !supportLists]-->14. <!--[endif]-->Declare SBCO Staff as Divisional cadre , Stop harassment of SBCO officials under contributory factors. Complete the Ledger Agreement Work update the SBCO before launching Core Banking. <!--[if !supportLists]-->15. <!--[endif]-->Fill up all Postal Civil Wing and Electrical Wing posts as per CPWD norms. Creation of Postal /Electrical and Architectural Division in every Circle. Expedite the Restructuring of Civil Wing Cadres. <!--[if !supportLists]-->16. <!--[endif]--> Ensure full fledge functioning of newly formed Postal Accounts Offices by providing adequate staff strength and accommodation. Rectify the anomaly caused due to promotion of Group ‘D’ official to the cadre of LDC after 2006. Restore the residency period of three years in respect of JA to SA promotion retrospectively w.e.f. 13.12.2006. Grant MACP to those joined in Sorter cadre treating LDC as entry grade as the Sorter grade has been defunct since 2000. <!--[if !supportLists]-->17. <!--[endif]-->Counting of past services rendered by erstwhile RTPs for promotions and MACP. <!--[if !supportLists]-->18. <!--[endif]-->Implement Apex Court Judgement in case of RRR Candidates in true sprit and extend to all approved RRR Candidates awaiting for absorption. <!--[if !supportLists]-->19. <!--[endif]-->Stop Harassing and victimization of innocent officials under contributory negligence factors. Implement the true spirit of Govt orders and Volumes and no recovery should be made if the concerned is not directly responsible for the loss sustained to the department. <!--[if !supportLists]-->20. <!--[endif]-->Stop discrimination towards PO & RMS Accounts Cadre, Create separate cadre and earmark % of posts for norm based promotions in the same cadre, Count Special Allowance for fixation on promotion, Withdraw the recovery imposed on Postman Pay fixation and drawal of bonus to GDS. Restore the date of passing the Acct examination for according LSG promotions instead date of entry in PA cadre. <!--[if !supportLists]-->21. <!--[endif]-->Enhance the LR strength on all cadres to the extent of 20% and fill up all vacant LR posts. <!--[if !supportLists]-->22. <!--[endif]-->Ensure prompt grant of Child Care Leave as per the liberalized orders, unnecessary hurdles put forth should be dropped. <!--[if !supportLists]-->23. <!--[endif]-->Review the MACP clarifactory orders and rectify the issues like, non drawal of spl allowance on acquiring MACP, wrong interpretation of IIIrd MACP to departmental promotes only after 30 years, Counting as double promotions as Group D & Postmen even in the case of promotion to Postman on GDS quota, non counting of training period for MACP, ignore promotions acquired on deptl exam for MACP, ignore all uncommunicated average bench marks for MACP as Judicial verdict. <!--[if !supportLists]-->24. <!--[endif]-->Stop attack on Union office bearers by misusing Rule 37 transfers and Rule 9 of CCS (CCA) Rules. Dispose all Rule 9 (Pension rules) disciplinary cases pending at Directorate years together.25. Denying the legitimate right of employees to avail holidays & Sundays by compelling them to attend frequent meetings/ Melas.
JOINT COUNCIL OF ACTION
No. JCA/AGTN/2011 Dated – 31.03.2011 To, Ms. Radhika Doraiswamy Secretary Department of Posts Dak Bhawan New Delhi – 110001 Madam, Sub: - Problems faced by the Postal and RMS Employees – Reg. he joint meeting of all the All India Unions/Associations affiliated to National Federation of Postal Employees (NFPE) and Federation of National Postal organizations (FNPO) and the GDS Unions held at New Delhi on 30.03.2011 has reviewed the situation prevailing in the Postal Department and has come to the unanimous conclusion that many unilateral orders issued by the Department is causing much concern and are also detrimental to the interest of the department and also to the employees including GDS 2. We are really shocked to read the contents of Directorate’s letter No. 40-60/2010/Plg dated 25.01.2011 addressed to all CPMGS/PMGs wherein it is directed to complete the process of closure/merger/relocation of about 9797 Post offices functioning at present in Urban areas on the plea that they do not conform with the distance condition prescribed by the Directorate for opening of new Post Offices. The total number of Departmental Post Offices as on 31.03.2010 is 27360. Closure of 9797 Post offices means reduction of about 36% of the existing Postal network. We cannot accept the argument put forward by the Department justifying such mass scale closure/merger/relocation. We are at a loss to understand why our Department is resorting to such mass-scale closures, when all other private couriers and companies are competing to canvass our customers by opening more and more outlets in the urban areas for extending their services to the doorstep of the customer. We fear that in the name of rationalization and optimization, our department is giving more space for the private companies to occupy more shares in the mail market segment. We have already made it clear that we are not against relocation of offices to the needy areas if ordered simultaneously for closure and opening of the POs to the needy areas without reducing the existing number of Post offices. Large scale closure of Post offices and RMS offices will not only lead to inconvenience to the public but leading to discontentment and also adversely affect the interest of the employees. Further this is nothing but an abrupt violation of strike agreement made on 12.07.2010 in which it was categorically assured that there will be no closure/merger of Post Offices. We strongly protest against such unilateral closure/merger of offices. 3. We have already pointed out in many meetings and also through correspondences about the adverse impact of the introduction of speed post hubs which were formed without taking into account the ground realities. The experience during the last six months has proved that the speed post hubs have resulted in abnormal delay in transmission and delivery of speed post articles and thereby eroding the traffic due to loss of faith among the general public in the speed post system itself. We have already requested the Department to review the functioning of the speed post hubs and take either remedial measures or to revert back to the old system. We are dismayed to note that the Staff Side has been totally ignored and sidelined and the department is blindly going ahead with the unscientific proposals of the multinational consultancy called Mckensy. Much damage has been caused and it is high time that a thorough review shall be conducted for removing the deficiencies by rolling back to the old scheme. A damage control exercise to regain the lost faith of the customer is the need of the hour. It is reported that in many circles that after the introduction of Speed Post hub, the revenue on account of Speed Post has slashed heavily. 4. It is reported that in the name of optimisation, the Mckensy Consultancy has suggested closure and merger of many RMS sorting offices and the Department is simply implementing their orders. Similarly withdrawal of delivery from urban Sub/Head Post offices and creation of delivery hubs by amalgamating three or four delivery offices are also ordered. The way in which the recommendations of the Mckensy are implemented in Hyderabad in A. P. Circle has resulted in provocation of the entire employees and agitation programmes are launched on throughout Andhra Circle. Further the Department is unilaterally implementing the single batch system and combined duty for delivery staff causing much difficulty to them. 5. The New Recruitment Rules for the Postmen notified recently by the Department envisages that direct recruitment from open market is to be resorted to for filling up 25% Postmen vacancies and 25% among MTS staff in case of non availability of casual labourers. This clause virtually snatches away the right and opportunity of the Gramin Dak Sevaks having appointed against 50% of the Postmen vacancies hitherto ear-marked for GDS employees. Further unilateral orders have been issued like restricting the compassionate appointment of GDS to the extent of 10% of the vacancies, tightening of norms for cash handling and stamp sale etc. Further the discrimination in payment of bonus to GDS which is against to the spirit of Bonus Act still continues. A large scale of abolition of EDMM, EDSV Posts are also ordered. The basic demand of GDS such as grant of Civil Servant Status ,Pay scale , increment, allowances , promotion, leave, bonus , terminal benefits and trade union facilities as recommended by Justice Talwar Committee are yet to be granted. 6. In spite of the assurances given by the Secretary, Department of Posts on 12.07.2010, many issues mentioned in the 13th July strike Charter of Demands and also in the agenda of the JCM Departmental Council meeting held on 27.08.2010 still remain unsettled. The issues relating to the Postmen staff such as fixing of minimum and maximum distance to be traversed, providing time factors and review of existing norms etc. are yet to be resolved. The issue of cadre review, even though assured to be completed before November 2010, still remains in the initial stage and formal discussion is delayed indefinitely. 7. The Department is moving ahead with the proposal for decentralization of Postal Accounts work in the name of accrual based accounting system. Similarly move is on for decentralisation of PLI/RPLI work. Induction of new technology in accounting and providing online facilities at post offices shall lead to centralisation and not decentralization. We cannot agree the decentralisation of the above mentioned work. 8. The revision of wages for the casual, part-time, contingent employees with effect from 01.01.2006 is pending since last three years. Even the eligible DA is being denied in many circles. Further the work done hitherto by the casual, part time and contingent employees are indiscriminately outsourced and large scale reduction in the wages are being ordered. All this has resulted in making the life of the poor, the low paid employees more miserable. It is high time that justice shall be done to this most downtrodden and marginalized section of employees of the Postal Department. 9. All the above issues are agitating the minds of the Postal and RMS employees and resentment among them is mounting day-by day. The recent orders for closure of large scale Post offices, merger of RMS offices and creation of delivery hubs has further aggravated the situation. Unless the Department comes forward to discuss the above issues with the Staff Side with an open mind, for an amicable settlement, the situation may go from bad to worse. 10. The Central Joint Council of Action comprising NFPE, FNPO and the GDS Unions has decided to submit a charter of demands to the Department and also to organize following phased programme of country wide agitational programmes culminating in indefinite strike from 2011 July 5th. First Phase - Submission of Charter of Demands to Secretary, Department of Posts with a mass demonstration in front of Dak Bhawan on 20.04.2011. Copy of the memorandum will be submitted to all lower level authorities also after observing demonstration programmes in front of all offices. Second Phase - Mass Dharna in front of Dak Bhawan, Circle/Regional/Divisional offices on 25.05.2011. Third Phase - Country wide indefinite strike from 5th July 2011 11. We appeal the Secretary, Department of Posts to drop and desist from the moves of implementing the retrograde orders mentioned above and also request to settle the burning problems mentioned above; failing which we will be compelled to resort to trade union action including indefinite strike as mentioned above. We earnestly desire to avoid such an unpleasant situation as it may adversely affect the efficiency and productivity of the Postal Services and may also put the public to inconvenience. We hope that the Department will come forward for a negotiated settlement on the issues mentioned above and take the staff side also into confidence, so that the peace, tranquility and the better relationship between the Staff Side and administration shall remain unaffected. Awaiting favourable response, Yours faithfully M. Krishnan Secretary General, NFPE D. Theagarajan Secretary General, FNPO K. V. Sridharan General Secretary, AIPEU Group ‘C’ D. Kishan Rao General Secretary, NAPE Group ‘C’ Ishwar Singh Dabas General Secretary AIPEU -Postmen & MSE/Group ‘D’ T. N. Rahate General Secretary NAPE Postmen, MTS & Group ‘D’ Giriraj Singh General Secretary AIRMS & MMS EU Group ‘C’ D. Theagarajan General Secretary R-3, FNPO P. Suresh General Secretary AIRMS & MMS EU MG & Group ‘D’ A. H. Siddique General Secretary R-4, FNPO Pranab Bhattacharjee General Secretary AIPAOEU – NFPE O.P.Khanna General Secretary AIPAOA(FNPO) S. S. Mahadevaiah General Secretary AIPEDEU P.U.Muralidharan General Secretary GDS – NUPE T. Satyanarayanan General Secretary AIPAEA H.L. RAMTEKE General Secretary AIPAOA S. Appanraj General Secretary AIPSBCOEA S. Sambandam General Secretary NASBCO S. A. Raheem General Secretary AIPCWEA
Friday, April 1, 2011
PENSION IS NOT A BOUNTY NOR A MATTER OF GRACE
The Full Constitution Bench of the Supreme Court of India headed by Chief Justice Y.B. Chandrachud and comprising Justice V.D. Tulsapurkar, Justice D.A. Desai, Justice O. Chinuappa Reddy and Justice Bhaharul Islam delivered a historic Judgement on 17.12.1982 on Pension. The Judgement is known as Magnacarta of the Pensioners. December 17 is celebrated as "Pension Day" all over India by Pensioners Organizations. The following are the excerpts from the Judgement. "As per Indias Constitution, Government is obliged to provide social and economic security to Pensioners and that Govt. Retirees (Pensioners) had the Fundamental rights to Pension" "States obligation to provide security in old age is recognized. As a first, Pension is treated not only as a reward for past service but with a view of helping the employee to avoid destitution in old age. When the employee is physically and mentally alert, he rendered the best unto the master expecting the master to look after him in the evening of his life. A pension is not in the nature of alms being rolled to beggars". "Pension is not a bounty nor a matter of grace depending upon the sweet will of the employer. It is not an exgratia payment, but a payment for past service rendered. It is a social welfare measure rendering Socio-economic justice to those who in the hey days of their life, ceaselessly toiled for their employers on assurance that in their old age, they would not be left in lurch." "Pension is therefore deferred wages. Pension is their statutory, inalienable and legally enforcible right and it had been earned by the sweat of their brow. The Senior Citizen need to be treated with dignity, courtesy befitting their age. A pension scheme consistent with available resources should therefore provide pension so that the pensioner should able to live (i) free from want, with decency, independence and self respect and (ii) at a standard living equivalent at pre-retirement level.
DEFEAT THE NEW PENSION BILL
The UPA-II Government has presented the New Pension Bill in the Parliament. CPI (M) Lok Sabha Leader, Com. Basudev Acharya, MP demanded voting. Both UPA and NDA MPs Voted in favour of introduction of the bill in Parliament. Only left party MPs opposed. Thus it is once again made clear that when it comes to economic policies there is no difference between NDA and UPA. Even before passing the bill in Parliament the New Pension Scheme called "Contributory Pension Scheme" has already been made applicable to those employees who joined Central Govt. Services on or after 01.01.2004, through an executive order by the NDA Government. 10% of the pay and DA is being recovered from every employee who joined service on or after 01.01.2004, in each month towards Contributory Pension Scheme. On passing the bill by Parliament Pension Fund Managers will be appointed. Multi –national Corporate houses are waiting for their chance to become Fund Managers so that the accumulated huge amount in the Pension Scheme is share market oriented the Pension Fund will flow to the share market. If share market booms, the Pension Fund Managers can accumulate huge profit. If share market crashes, the Pension Fund will collapsed and the entire savings of the employees will be lost. The recent world economic crises has witnessed many such Pension Fund collapses and lacs and lacs of workers are deprived of their Social Security at old age. The New Pension Scheme is a product of the globalization policy pursued by both NDA and UPA Government. UPA-I Government could not pass the bill as the Supporting left parties had made it clear that they will withdraw support to the Government and vote against the bill. Government tried to make consensus by convening a meeting of all Chief Ministers. Out of 22 Chief Ministers only three Left Front Chief Ministers viz. West Bengal, Kerala and Tripura, opposed the New Pension Scheme. Now as UPA and NDA have joined together, the bill is likely to be passed in this Session of the Parliament. The New Pension Scheme can be made applicable to all including public and private sector employees. There is a perception that the New Pension Scheme can be made applicable to the new entrants only. This is not correct. The Work Study Group appointed by Sixth Central Pay Commission has been asked to examine and submit report on the following terms of reference: (i) to workout the existing and future pension liability of the Central Govt. Employees who are in service prior to 1.1.2004. (ii) to work out the pension liability of those Central Government Employees appointed prior 1.1.2004 and whose age profile is between 30 years and 40 years. (iii) to examine the feasibility of establishing a self –reliant Pension Fund with initial corpus fund provided by Government for the employees who are in service prior to 1.1.2004 and thus reduce the expenditure on pension. The Sixth CPC has already made some observations regarding introduction of Contributory Pension Scheme to the employees who are in service prior to 1.1.2004. Thus a serious threat looms large over the head of the entire Central and State Government Employees and section of the workers. Nationwide sustained campaign and united action by the entire working class is the need of the hour. The Confederation of Central Government Employees & Workers and the All India State Government Employees Federations has already given a call for nationwide campaign and protest demonstration. The question of organizing higher forum of trade union action including strike in under serious considerations. NFPE calls upon the entirety of the Postal and RMS Employeesto organize effective campaign against the ill effects of the New Pension Bill and be ready for direct action if situation warrants.--
COMPUTERISATION OF POS – INTERNAL BUT IMPORTANT
Department of Posts Technology Division (51-5/2009- Tech) (For internal Circulation only) Date - 18.3.2011 To, All Chief Postmasters General Sub: Computerisation of Double and Single-handed post offices in current financial year – Usage of SQL Express and Windows – 7 for running Meghdoot software During current Five Year Plan, Technology Division has supplied hardware to 1720 double-handed post offices. In the current year a supply order has also been placed on DGS&D for computerization of single handed offices. The supply of this hardware in current financial year has been done keeping in view the overall plan to computerize and network all the departmental post offices. In this context, an assessment was made not to supply SQL Server and Windows server for these double handed and single handed offices. This was done for building synergy with upcoming Technology Project 2012 which proposes computerization and networking of all post offices and which does not have requirement of a server in post offices. The hardware supplied to these double handed post offices now is pre-loaded with Windows 7 Operating Software. For database management, it has been decided that SQL Express; free software will be utilized. In such post offices, one of the nodes will be utilized as Server. In case of single-handed post offices, the sole available node will be utilized. In the light of the foregoing, the computers so supplied to such double and single handed post offices would be utilized for providing computerized services to public through Meghdoot software and for making officials well-versed with use of computers. On commissioning of integrated central-server based software, this exposure to computers would be useful. Accordingly, CEPT was asked to test the functioning of Meghdoot software on windows 7 and SQL express. This new version of Meghdoot software will be ready with CEPT Mysore to be deployed in double and single handed post offices where hardware has been supplied with windows 7 and where SQL Express freeware will be used for database management. In these post offices, Meghdoot would be utilized for counter, delivery, treasury and other tested modules of application. The Competent authority has desired that all these post offices may also be linked through date extraction tool, separate instruction will be issued by the Project Arrow monitoring group in this regard, which may be awaited Sd/- A. S. Chauhan Director (Tech),18.3.2011
Tuesday, March 29, 2011
HIKE IN SOME ALLOWANCES AFTER DA CROSSED 50%
The following allowances are to be increased with effect from 01.01.2011.
1. Children Education Assistance & Reimbursement of Tuition FeeRs.12,000 (Per Year - Per Child) - Rs.15,000 (Per Year - Per Child) DOPT 12011/03/2008-Estt.(Allowance) 2.9.2008
2. Advances for purchase of Bicycle Advacne, Warm clothing Advance, Festival Advance, Natural Calamity AdvanceRs.3,000 - Rs.3,750 Fin.Min. No.12(1)E.II(A)/2008 7.10.2008
3. Special Compensatory Hill Area AllowanceRs.600 / Rs.480 - Rs.750 / Rs.600 Fin.Min.
4(2)/2008-E.II (B) 29.8.2008 4. Special CompensatoryScheduled / Tribal Area AllowanceRs.400 / Rs.240- Rs.500 / Rs.300 Fin.Min. 17(1)/2008-E.II (B) 29.8.2008
5. Project AllowanceRs.1,500 / Rs.1,000 - Rs.1,875 / Rs.1,250 Fin.Min. 29.8.2008
6. Special Compensatory (Remote Locality) AllowanceRs.2,600 / Rs.2,100/ Rs.1,500 / Rs.400 -- Rs.3,250 / Rs.2,625/ Rs.1,875 / Rs.500 Fin.Min. 3(1)/2008-E.II(B) 29.8.2008
7. Cycle Maintenance AllowanceRs.60 (Per month) - Rs.75 (Per month) Fin.Min. 19039/3/2008-E.IV 29.8.2008
8. Mileage for road journey all components of daily allowance on tour, rate of transportation of personal effects.Rs.500 / Rs.300 / Rs.200 / Rs.150 / Rs.100 - Rs.625 / Rs.375 / Rs.250 / Rs.190 / Rs.125 Fin.Min.19030/3/2008-E.V 23.9.2008
9. Rates of Conveyance Allowance under SR-25Rs.370 / Rs.480 / Rs.640 / Rs.750 / Rs.850 - Rs.470 / Rs.600 / Rs.800 / Rs.940 / Rs.1,070 Fin.Min.19039/2/2008-E.IV 23.9.2008
10. Washing AllowanceRs.60 - Rs.75 Fin.Min.14/3/2008-JCA 11.9.2008
11. Split Duty Allowance Rs.200 - Rs.250 Fin.Min.9(11)/2008-E.II (B) 29.8.2008
12. Spl. Allowance for Child Care for Women with Disabilities and Education Allowance for disabled childrenRs.1,000 per month- Rs.1,250 per month DOPT12011/04/2008-Estt.(Allowance) 11.9.2008
13. Cash Handling AllowanceRs.600 / Rs.500 / Rs.400 / Rs.300 / Rs.150 - Rs.750 / Rs.625 / Rs.500 / Rs.375 / Rs.190 DOPT4/6/2008-Estt.(Pay.II) 1.10.2008
14. Risk Allowance DOPT21012/1/2008-Estt.(Allowance) 12.3.2009
15. Postgraduate AllowanceRs.1,000 / Rs.600- Rs.1,250 / Rs.750 Min.of HohfwA.45012/4/2008-CHS.V 16.4.2009
16. Desk AllowanceRs.600 - Rs.750 DOPT 1/10/2009-PIC 17.4.2009 17. Bad Climate AllowanceRs.400 / Rs.240 - Rs.500 / Rs.300 Fin.Min.1/10/2008-E.II(B) 29.8.2008
Monday, March 28, 2011
CIRCLE COUNCIL MEETING AT DAKORE.
Circle council meeting was held on 27-3-2011 at Ambawadi pathikasharm, Dakor.
Com. P R Rathod presided over the function. Com. K B Barot, Com. S S Vaishya and Com. R S Malek graced the function by their constructive attendance. the meeting was attended by Divisional Secretaries / presidents of all the divisions of Vadodra Region. most of the circle office bearers were also remain present in the meeting. A special wish was given to R C Wagela Asst. Circle Secretary who successfully comes out of horrible deices of Cancer. the detail about the discussion and decision taken will posted later on. Very important resolution concerning to injustice to the staff of Vadodra Region in the matter of MACP were unanimously adopted. Decision for decisive action by circle union on Amreli issue was also designed in the relevant resolution. C/S invites views, comments and suggestions from members about the proceedings of the meeting. The C/S also records special congratulations to the reception committee, all the members of Kheda Division under the leadership of Com P N Rana President and Com. M K Pandya Divisional Secretary for hosting a very nicely arranged meeting at the wholly place of Dakore. we expect blessings of "Ranchod Raiji " on all of us.
BLACK DAY - BUT IT HAPPENED
CPI (M) FORCES DIVISION OVER BILL (PFRDA) A day after a heated discussion took place in Parliament on the WikiLeaks disclosures published in The Hindu, it was business as usual in the Lok Sabha on Thursday. Speaker Meira Kumar went through the process of 'Papers to be laid on the Table' and then got down to the legislative business, including the introduction of the Pension Fund Regulatory and Development Authority Bill, 2011. As soon as she called out Minister of State for Finance Namo Narain Meena, standing for Finance Minister Pranab Mukherjee, to introduce the Bill, CPI (M) leader Basudeb Acharia stood up, opposing the introduction of the Bill and demanding a division, taking the Treasury Benches by surprise. Only a handful of Ministers were present, including Parliamentary Affairs Minister Pawan Kumar Bansal, along with his deputy V. Narayanasamy. Caught unawares, the treasury benches too wore a rather thin look, enough for the government to sense trouble. Both the Ministers went up to National Democratic Alliance working chairman L.K. Advani and Leader of the Opposition Sushma Swaraj, and talked to them. It became clear that the main Opposition BJP would come to the government's rescue. Mr. Bansal cited Rule 72 on the government's legislative competence to introduce the Bill and sought to know the grounds on which Mr. Acharia was opposing it, but the CPI (M) leader refused to budge from his demand for division. The Speaker ordered division when Mr. Acharia further pressed for it. "We are opposing the introduction of the bill. I am asking for division instead of a voice vote," Mr. Acharia said. Of the 159 members present in the 543-member House, 115 voted for introduction of the bill and 43 opposed it, while one abstained. Prime Minister Manmohan Singh, Leader of the House Pranab Mukherjee, UPA chairperson Sonia Gandhi, several Ministers and Congress members were not present. Rashtriya Janata Dal leader Raghuvansh Prasad was heard saying that when the Speaker had already ordered division, it could not be rolled back. The bill provides for the establishment of an authority to promote old-age income security by creating, developing and regulating pension funds and to protect the interests of subscribers to pension fund schemes. - The Hindu, Dated – 25.03.2011
Circle Secretary resumes today on 28-03-2011 as PRI ( P ) Baherampura ( Ahmedaba )
By this day he has fulfilled his promise given at the time of election in the last circle conference.
Friday, March 25, 2011
HP, INFOSYS, TCS, WIPRO IN RACE FOR INDIA POST CONTRACT
BID FOR IMPLEMENTING FINANCIAL SERVICES SOLUTION
Global It giant HP is fighting it out with domestic IT services companies such as Infosys Technologies, Tata consultancy Services and Wipro for a Department of Post contract. The contract which involves Implementation of financial services solution, is one of the eight projects that the department is outsourcing as part of its IT modernisation initiative.
"Four companies have submitted commercial and financial bids and the bids are currently being evaluated. The contract seeks to provide connectively to 170000 post offices in the country for anytime, anywhere banking" sources said.
While the Cabinet Committee on Economic Affairs last year approved the 'India Post 2012. IT modernisation project at an overall outlay of Rs.1,877 crore, the entire project will be implemented through eight separate contracts. However, the breakup in terms of value for individual contract could not be immediately ascertained.
According to sources, these four companies have responded to Request for Proposal by the postal department, seeking to put in place an enterprise wide financial management system for the Post Office savings bank and postal life insurance. The vendor will manage the system for five years.
Broadly, the scope of work includes supply, installation and commissioning of postal banking applications entailing core banking solution and ATM switch.
In addition to banking and insurance solution, the IT vendor would also have to install 1000 ATMs and create mobile and web based access for all users.
When contacted, the four companies refused to comment on the issue.
As part of its ambitious IT Modernisation effort, the Postal department is expected to hand out multiple contracts. The Rural ICT hardware contract involved supply and installation of rural IT hardware devices and providing network connectivity to 1.30 lakh Gramin Dak Sewak post offices enabling post offices to perform e-transactions. The rural ICT system integrator will develop the platform for all applications that will reside in the rural hand-held devices and the core system integrator will focus on all applications that will run in the post and mail offices.
Besides the financial services system integrator, other contracts include data centre facility, network integrator, mail operations hardware and change management
VOLUNTEERS REQUIRED :: COMPETENT OUTSTANDING MEMBERS COME ON AND HELP YOUR CO WORKERS.
In every divisions, members need help for writing explanations, reply to Charge sheets, representation on various service problems and so on. They have to run to professionals also for the purpose who exploits their helplessness.
Members of other unions also come for help from leaders of our union on account of glittering prestige and shining history of assisting employees. It is under consideration to provide such type of assistance under banner of our union and in a well established manner by identifying and nominating one or two outstanding members who have adequate knowledge on service matters/disciplinary proceedings and who are interested to join this new project. We will provide various important books beside set of books of Swamy Publishers to all volunteers who join in this project. They will also receive Swamy News every month and also receive magazines of union/federation regularly. They will be nominee of our union to provide assistance to members in the matter of disciplinary cases and other service matters.
Interested volunteers may please contact us very urgently.
Please also record your suggestions or post comments.
Members of other unions also come for help from leaders of our union on account of glittering prestige and shining history of assisting employees. It is under consideration to provide such type of assistance under banner of our union and in a well established manner by identifying and nominating one or two outstanding members who have adequate knowledge on service matters/disciplinary proceedings and who are interested to join this new project. We will provide various important books beside set of books of Swamy Publishers to all volunteers who join in this project. They will also receive Swamy News every month and also receive magazines of union/federation regularly. They will be nominee of our union to provide assistance to members in the matter of disciplinary cases and other service matters.
Interested volunteers may please contact us very urgently.
Please also record your suggestions or post comments.
CLEAR QUOTA BY END OF MARCH 2011 WITHOUT REMINDER
Attention- All Diviaional Secretaries......
It is requested to clear quota of Circle union latest by end of March 2011.
It is sad to note that in spite of timely reminders and request, some divisions have not even cleared quota for the previous year i.e. 2009.10.
Most of divisions have not cleared quota for the current year 2010.11
CALCULATE CORRECTLY AS UNDER:
Up to 30.06.2009 :: Rs.2 per month per member to be remitted to Circle Union
From 01.07.2009 :: Rs.8 per month per member to be remitted to Circle Union
It is requested to clear quota of Circle union latest by end of March 2011.
It is sad to note that in spite of timely reminders and request, some divisions have not even cleared quota for the previous year i.e. 2009.10.
Most of divisions have not cleared quota for the current year 2010.11
CALCULATE CORRECTLY AS UNDER:
Up to 30.06.2009 :: Rs.2 per month per member to be remitted to Circle Union
From 01.07.2009 :: Rs.8 per month per member to be remitted to Circle Union
Comrades, this is the portion of amounts received by you from members and all of you must remit dues for circle union without waiting any reminder. You all see accounts and ensure correct remittance of Quota for the period 01.04.2009 to 31.03.2010 and 01.04.2010 to 31.03.2011.
Circle Secretary and team runs faster and moves frequently to divisions/administrative offices of division/region/circle. There are different types of routine expenditure besides huge expenditure for traveling through out circle. Circle secretary has started from "zero paisa" balance w.e.f. 01.09.2010 and runs under minus balance at present and therefore urges all divisional secretaries to remit pending quota at once. You can directly credit in ICICI Bank Account No.030801510482 or send EMO.
Circle Secretary and team runs faster and moves frequently to divisions/administrative offices of division/region/circle. There are different types of routine expenditure besides huge expenditure for traveling through out circle. Circle secretary has started from "zero paisa" balance w.e.f. 01.09.2010 and runs under minus balance at present and therefore urges all divisional secretaries to remit pending quota at once. You can directly credit in ICICI Bank Account No.030801510482 or send EMO.
BIMONTHLY MEETINGS WILL BE ATTENDED BY CIRCLE OFFICE BEARERS
Circle Secretary will attend both bimonthly meetings of HQ and Vadodara region scheduled on 5th and 6th April, 2011 respectively. Com. Prakash Rathod Circle President will join in the Rajkot meeting. Com.S.K.Vaishnav Asst. C/S will also join in both bimonthly meetings. Com. Chirag Rajvansh Circle Auditor will also join at HQ region's bimonthly meeting for helping C/S in discussion regarding unjustified computation of tenure at PSD Ahmedabad.
Suggestion from any member will be highly appreciated.
REQUEST ABOUT CIRCLE COUNCIL DAKOR 27.03.2011
As the meeting has been restricted for Circle Office bearers & D/S and Presidents of divisions of Vadodara region only, there could be a confusion about grant of Special CL but it is clear that we will hold similar meetings for HQ region as well as Rajkot region and we can not expect special CL for Circle Office bearers three times in a month. Out of remaining two meetings, we will issue notice for CWC for one meeting and definitely Circle Office Bearers will get benefit of Special CL for that meeting. As meeting is to be attended on Sunday at Dakor, most of the office bearers of Vadodara and HQ region would very easily manage to attend without need of a leave. Kindly bear with it.
All representatives must come with details of pending issues of their divisions. Please also bring minutes of monthly meetings with divisional heads for last one year. A list for issues proposed to be taken at Regional/Circle level should be handed over along with brief details and relevant papers. All should ensure to have a mail ID and if not having, a new should be registered and be informed at the time of meeting.
All representatives must come with details of pending issues of their divisions. Please also bring minutes of monthly meetings with divisional heads for last one year. A list for issues proposed to be taken at Regional/Circle level should be handed over along with brief details and relevant papers. All should ensure to have a mail ID and if not having, a new should be registered and be informed at the time of meeting.
GENERAL SECRETARY CONVEYS BEST WISHES FOR CWC DAKOR
Subject: Re: cwc gujarat
From: kv sridharan
To: You
Dear Comrade
Date: Thu, 17 Mar 2011 14:51:24 +0000
To: p3chq@hotmail.com
Subject: cwc gujarat
From: rashminpurohit@rediffmail.com
CC: mkrishnan@gmail.com
a copy of notice for circle council meeting is forwarded for information
Very fine. You are working more than my expectation
Frequent meetings; Contacting secreatries maintaining good web site
containing local issues etc are good sign.Pl keep it up
My best wishes for the successful CWC on 27th
With greetings
Date: Thu, 17 Mar 2011 14:51:24 +0000
To: p3chq@hotmail.com
Subject: cwc gujarat
From: rashminpurohit@rediffmail.com
CC: mkrishnan@gmail.com
a copy of notice for circle council meeting is forwarded for information
Wednesday, March 23, 2011
MATERNITY GRANT TO WOMEN GRAMIN DAK SEVAKS OUT OF WELFATE FUND OF THE DEPARTMENT- INSTRUCTIONS REGARDING
Government of India
Ministry of Communications & IT
Department of Posts
(Establishment Division)
Dak Bhawan, Sansad Marg.
New Delhi-110001
No.17-9/2011-GDS Dated the 21-Mar 2011
To
All Chief Postmaster General,
Sub: MATERNITY GRANT TO WOMEN GRAMIN DAK SEVAKS OUT OF WELFATE FUND OF THE DEPARTMENT- INSTRUCTIONS REGARDING
Sir/Madam,
Reference is invited to this Directorate letter No.6-1/2009. PE.II dated 09 October 2009 providing for Maternity Grant to the women GDS.
2. One man Committee under Shri RS Nataraja Murti constituted under Resolution No. 6-1/2007-PE II dated 23rd July 2007 examined the system of Extra Departmental Post Offices and wage structure of Gramin Dak Sevak & submitted its report on 29th October 2008. After approval of Cabinet, the Department issued orders under No. 6-1/2009 PE II dated 09 October 2009. It was prescribed under Para 9 of the ibid that "women GDS will be provided Maternity Grant equivalent to three months TRCA with DA for the birth date of issue of the order".
3. The recommendations made by the One man Committee in Para 16.10.1have been examined further and it has been decided that Maternity Grant equal to three month's TRCA with DA out of welfare fund will be payable from the welfare fund at the disposal of the Circles effective from 09 October 2009 on fulfillment of the following conditions;-
(a) Maternity Grant will be payable to a woman GDS for each child up to the birth of maximum of two children limited to a maximum of two confinements resulting into birth of first two children only during the entire engagement of the following of a woman GDS.
(b) The women GDS must have rendered a minimum of one year service of becoming eligible for grant under the provision.
(c) No Financial Grant will be admissible for medical termination of pregnancy (abortion). Miscarriage and still births.
4. The scheme of allowing Maternity Grant is like any other ongoing welfare scheme paid out of welfare fund. Funds will be allocated for this scheme by welfare section of this Directorate to the Circles. Heads of the Division will be competent to sanction Maternity Grant to the women GDS out of welfare fund placed at their disposal by the Circle concerned.
5. Woman Gramin Dak Sevaks like Mil Deliverer and Mail Carrier may also be considered for lighter duties wherever possible during the pre and post confinement period for a maximum period of six months.
6. Woman GDS shall be granted Maternity Leave not exceeding six months covering the pre and post confinement period. For the period of Maternity Leave, Woman GDS will be paid Maternity Grant for three months and leave for another three months may be granted without allowances.
7. Existing powers of Divisional Heads for grant of leave beyond 180 days leave without allowances availed by GDS to work against in Group D and Postman vacancies would also cover period of three month Maternity Leave with allowances (Maternity Grant) and another period of leave for three months without allowances if availed by Woman GDS.
8. The contents may be brought to the knowledge of all concerned. This has the approval of the competent authority.
Yours faithfully,
Sd/-
(Surender Kumar)
Assistant Director General (GDS/PCC)
Ministry of Communications & IT
Department of Posts
(Establishment Division)
Dak Bhawan, Sansad Marg.
New Delhi-110001
No.17-9/2011-GDS Dated the 21-Mar 2011
To
All Chief Postmaster General,
Sub: MATERNITY GRANT TO WOMEN GRAMIN DAK SEVAKS OUT OF WELFATE FUND OF THE DEPARTMENT- INSTRUCTIONS REGARDING
Sir/Madam,
Reference is invited to this Directorate letter No.6-1/2009. PE.II dated 09 October 2009 providing for Maternity Grant to the women GDS.
2. One man Committee under Shri RS Nataraja Murti constituted under Resolution No. 6-1/2007-PE II dated 23rd July 2007 examined the system of Extra Departmental Post Offices and wage structure of Gramin Dak Sevak & submitted its report on 29th October 2008. After approval of Cabinet, the Department issued orders under No. 6-1/2009 PE II dated 09 October 2009. It was prescribed under Para 9 of the ibid that "women GDS will be provided Maternity Grant equivalent to three months TRCA with DA for the birth date of issue of the order".
3. The recommendations made by the One man Committee in Para 16.10.1have been examined further and it has been decided that Maternity Grant equal to three month's TRCA with DA out of welfare fund will be payable from the welfare fund at the disposal of the Circles effective from 09 October 2009 on fulfillment of the following conditions;-
(a) Maternity Grant will be payable to a woman GDS for each child up to the birth of maximum of two children limited to a maximum of two confinements resulting into birth of first two children only during the entire engagement of the following of a woman GDS.
(b) The women GDS must have rendered a minimum of one year service of becoming eligible for grant under the provision.
(c) No Financial Grant will be admissible for medical termination of pregnancy (abortion). Miscarriage and still births.
4. The scheme of allowing Maternity Grant is like any other ongoing welfare scheme paid out of welfare fund. Funds will be allocated for this scheme by welfare section of this Directorate to the Circles. Heads of the Division will be competent to sanction Maternity Grant to the women GDS out of welfare fund placed at their disposal by the Circle concerned.
5. Woman Gramin Dak Sevaks like Mil Deliverer and Mail Carrier may also be considered for lighter duties wherever possible during the pre and post confinement period for a maximum period of six months.
6. Woman GDS shall be granted Maternity Leave not exceeding six months covering the pre and post confinement period. For the period of Maternity Leave, Woman GDS will be paid Maternity Grant for three months and leave for another three months may be granted without allowances.
7. Existing powers of Divisional Heads for grant of leave beyond 180 days leave without allowances availed by GDS to work against in Group D and Postman vacancies would also cover period of three month Maternity Leave with allowances (Maternity Grant) and another period of leave for three months without allowances if availed by Woman GDS.
8. The contents may be brought to the knowledge of all concerned. This has the approval of the competent authority.
Yours faithfully,
Sd/-
(Surender Kumar)
Assistant Director General (GDS/PCC)
DECISION OF THE GOVERNMENT ON THE RECOMMENDATIONS OF THE SIXTH CENTRAL PAY COMMISSIO RELATING TO RE-CLASSIFICATION OF CITIES/TOWNS FOR GRANT OF HOU
No. 2(13)/2008-E.II(B)
Government of India
Ministry of Finance
Department of Expenditure
New Delhi, 4th March, 2011
OFFICE MEMORANDUM
Sub: Decision of the Government on the recommendations of the Sixth Central Pay commission relating to re-classification of cities/towns for grant of House Rent allowance (HRA).
The undersigned is directed to refer to para 6 of this ministry's OM of even number dated 29.08.2008 on the above mentioned subject , vide which the special dispensation for grant of HRA has been allowed to continue (i) Faridabad, Ghaziabad, Noida & Gurgaon at "X" class city rates and (ii) Jalandhar Cantt, Shillong, Goa & Port Blair at "Y" class city rates and to state that the special dispensation allowed to Panchkula for Grant of HRA at par with Chandigarh vide Finance Ministry's O.M. NO. 2(2)/2001-E.II(B) dated 16.06.2003 shall also continue.
2. In this context, it is also clarified that any other similar special dispensation allowed by the Ministry in the past in respect of other cities for grant of HRA at higher rates and not specifically mentioned in this Ministry's O.M of even number dated 29.08.2008 , shall continue to apply, if the same has not been superceded/ dispensed with or the existing classification of such city has not been revised to a higher classification on account of the population criteria, vide O.M dated 29.08.2008.
3. These orders shall be effective from 1st September 2008
4. All other conditions governing grant of HRA under existing orders shall continue to apply.
5. In so far as the persons serving in the Indian Audit and Accounts Department are concerned, these orders issue in consultation with the Comptroller & Auditor General of India.
Sd/-
Anil Sharma
Under Secretary to the Government of India
CALENDAR OF DEPARTMENTALEXAMINATIONS FOR 2011
Directorate vide memo No. A-34012/02/2010-DE dated 16.03.2011 has notified Calendar of Departmental Examination for 2011 in supersession of its earlier letter dated 29.12.2010. I. Centralized Examinations:
01. LGOs exam for promotion to PAs / SAs 01.05.2011
02. PSS Gr. B examination 2010 15.05.2011
03. PAs / SAs Direct Recruit 2011 10.07.2011
04. Inspector of Posts 06 & 07.08.2011
05. Jr. Engineer (C&E) 10.09.2011
06. Asst Engineer (C&E) 11.09.2011
07. Postmaster Grade I 15 & 16.10.2011
08. Senior Postmaster 16.10.2011II. De-centralized Examinations:
09. LDCs to Jr. Acct in PAOs 05 & 06.11.2011
10. Confirmation exam for DR Jr. Account in PAOs 12 & 13.11.2011
11. Postman/Mailguard Exam for Direct Recruit and Departmental Promotion 27.11.2011 12. Direct Recruit Exam for appointment as Multi Tasking Staff 11.12.2011
Tuesday, March 22, 2011
DECLARATION OF HOLIDAY ON 14TH APRIL, 2011-
MOST IMMEDIATE
F. N0.12/2/2011-JCA-2
Government of India
Ministry of Personnel, Public Grievances & Pensions
(Department of Personnel & Training)
*****
North Block, New Delhi
Dated the 21st March, 2011.
OFFICE MEMORANDUM
Subject: Declaration of Holiday on 14th April, 2011- Birthday of Dr.
B.R. Ambedkar.
It has been decided to declare Thursday, the 14th April 2011, as a Closed Holiday on account of the birthday of Dr. B.R. Ambedkar, for all Central Government Offices including Industrial Establishments throughout India.
2. The above holiday is also being notified in exercise of the powers conferred by Section 25 of the Negotiable Instruments Act, 1881 (26 of 1881).
3. All Ministries/Departments of Government of India may bring the above decision to the notice of all concerned.
Sd/-
(Dinesh Kapila)
Director to the Government of India
Tele:23092589
PROMOTION AND POSTINGS/TRANSFERS TO THE GRADE OF MEMBER,
No.1-56/2003-SPG
Government of India
Ministry off Communications & IT
Department of Posts
Dak Bhawan, New Delhi-110 116
Dated: 8th March, 2011
ORDER
Sub: Promotion and postings/transfers to the Grade of Member, Postal Services Board, Indian Postal Service, Group 'A'.
Part-I
The President is pleased to order the promotion of the following officers of the Grade of Chief Postmaster General of the Indian Postal Service, to the Grade of Member, Postal services Board in the pay scale of Rs. 75500-80000/-with effect from the date of assumption of charge of the post or until further orders:-
SL
Name of the Officer(S/Sh/Ms)
Presently Posted
Posting on promotion
Remarks
1.
Ms. P. Gopinath
(1977)
Presently on deputation
Member(Technology),
Postal services Board
Vacant
2.
Col. Kamleshwar Prasad(1977)
CPMG, Bihar Circle
Member (HRD) ,Postal Services Board
Vice Maj. Gen. V. Sadasivam transferred.
2. In case the officers wish to choose the date for fixation of pay under FR-22(a) (i), they can do so with in one month from the date of assumption of charge.
Part-II
3. Orders of the competent authority are also hereby conveyed for transfer/posting of the following Members, Postal services Board with immediate effect and until further orders:-
SL
Name of the Officer
Presently Posted
Posting on transfer
Remarks
1.
Maj. Gen. V. Sadasivam(1976)
Member (HRD) Postal Services Board
Member(PLI),
Postal Services Board
Vacant
4. Relevant change report may be sent in due course.
5. Hindi version will follow.
Sd/-
(B.P. Sridevi)
Director (Staff)
CABINET OKAYS PFRDA BILL; MAY GO TO PARLIAMENT SOON
New Delhi, Mar 17 (PTI) The Union Cabinet today approved a long-pending bill, which is aimed at giving statutory power to the pension regulator PFRDA, paving way for introduction of the same in the current session of Parliament.
The draft legislation is aimed at upgrading the status of the Pension Fund Regulatory and Development Authority (PFRDA), which has been functioning for the past eight years without Parliamentary approval.
"It has been approved and is likely to be introduced in the current session," a minister said after the Cabinet meeting presided over by Prime Minister Manmohan Singh.
In the absence of statutory status, PFRDA was performing the role of the interim regulator.
Finance Minister Pranab Mukherjee had sought support of the Opposition, mainly the BJP, for passage of the key pending reform bills
Source: PTI
The draft legislation is aimed at upgrading the status of the Pension Fund Regulatory and Development Authority (PFRDA), which has been functioning for the past eight years without Parliamentary approval.
"It has been approved and is likely to be introduced in the current session," a minister said after the Cabinet meeting presided over by Prime Minister Manmohan Singh.
In the absence of statutory status, PFRDA was performing the role of the interim regulator.
Finance Minister Pranab Mukherjee had sought support of the Opposition, mainly the BJP, for passage of the key pending reform bills
Source: PTI
PRESS NEWS & POSTAL REPLY
India Post
For an entity that is in the delivery business, speed in decision-making is not a strength of the department of post. From idea to implementation, the department has taken 16 years to computerise and connect all its 155,000 branches; it's taken 10 years to enter the business of managing the movement of goods for companies. Most recently, it's taken four years just to commission a feasibility study for its biggest transformation yet, becoming a bank. In the last 15 years, as electronic modes of communication have trampled on physical forms, the department has tried to change, only to give into its worst self, and continue down the road of irrelevance and mounting losses. In 2009-10, it lost Rs 6,641 crore, on revenues of Rs 6,266 crore. In other words, to earn one rupee in revenues, it spent Rs
2. In 1997-98, it gave itself a new, contemporary and meaningful identity: India Post.
Except it never carried through that exercise the way it could have and it sometimes even promised to. Several global logistics powerhouses have approached it for a partnership, but are left shrugging their shoulders. "We don't know what India Post wants," says a senior executive of a global logistics firm that is waiting on India Post for four business proposals made to it two years ago. "Dealing with them demands a great deal of patience due to the slow decision-making."The ultra-slow decision-making is compounded by ultra-fast personnel movement at the top. In the last 11 years, India Post has had six chiefs. "The department is a victim of its age," says BN Som, who headed it between 1998 and 2000. "It has failed to maintain continuity of vision under successive leadership." A proposal in one chief's tenure tends to lose steam in another's. In a world that started and ended with it, this wouldn't be catastrophe. But in a world where it is competing against private players, and is punching below its weight, time is running out for India Post. And it doesn't have a big plan or an overriding sense of purpose to turn this red ship around. Radhika Doraiswamy, the current captain of the ship, is looking to technology to cut costs and push new business initiatives. "Riding on technology, we hope to become a self-sustaining organisation by 2013-14," says the current secretary-posts & director-general of the Postal Services Board. It's a statement that clings to hope and numbers the department has never achieved before. John Samuel, general manager–business development, shows a growth-projection sheet that calls the department to grow at a multiple of its historic rate. For example, in the business post segment, it projects 40% a year growth till 2013-14, against 15% and 20% in the last two years, respectively. Even the government, which makes good the department's deficit every year, doesn't see a turnaround. Budget 2011 has put aside Rs 5,108 crore for India Post for 2011-12. And in 2010-11, it overshot what the government had budgeted for it by 2,300 crore.
Money Disorder
About 90% of its expenses go towards salaries of its 475,000 employees in 155,000 branches. It can't, the department says, shut down commercially unviable branches because there is an India that uses these services and can't afford to pay commercial rates. At one level, it's a plausible argument. At another, it's a fig leaf. Sure, the business of post offices is about meeting a social obligation. But though this part of the business, stamps, unregistered and registered letters, and money orders, brings in only 20% of revenues, it uses up most of the workforce. And mostly, unproductively; collectively, these employees could be doing a lot more. The challenge for a post office is to make employees do more through businesses that have synergies with postal services, but run on commercial terms. Essentially, use the surplus in the commercial businesses to bridge the postal deficit. Post offices around the world have branched out into logistics services, financial services and banking to turn profitable. For example, Deutsche Post in Germany, Australia Post and New Zealand Post, to name just three. It's what India Post also has been trying to do, in fits and starts, for the last 15 years. But it has delivered either moderate successes or stillborn failures. At about Rs 2,000 crore, the delivery business accounted for just 30% of India Post's revenues in 2009-10. It's had a headstart of decades in the delivery business. Its reach is a multiple of that of all private players combined. Yet, its market share in the Rs 15,000 crore domestic delivery business (letters, parcels and logistics) is just 20%. That's partly due to its late entry and partly due to its stiffness in operations. For example, its delivery business is sliced into three services: ordinary post, registered post and speed post. The last, speed post, is a premium service, akin to private courier. Yet, its tariff for packets weighing up to 50 gram is fixed at Rs 25, whatever the destination.Snail Mail It loses out both ways. On short distances, where private players charge below Rs 25, it loses out on business. On long distances, where private players charge way above Rs 25, it loses out on revenues. "The department is plagued by its inability to comprehend that things can be achieved through a business mindset," says SC Mahalik, who headed the department between 1994 and 1996.The eternal delay in computerisation and networking is the product of such a mindset. At present, only 8,000 of its 155,000 branches are inter-linked. The rest function as islands, hooking up only physically. It's only last year that India Post asked Accenture to hook up all its branches and this is expected to happen by late-2012. Even after the technology connections are finalised, employees will have to be trained. "Technology will only be productive when it is leveraged to harness its immense outreach to underserved areas, says Gautam Bhardwaj, managing director, Invest India Economic Forum, who was part of a committee on postal reforms in 2009. "Otherwise, such large infrastructure is like a hospital without patients." Mahalik first initiated the technology push in 1994. But he retired in 1996, and the plan went cold. Som revived it in 1998, but again it went cold. Similarly, India Post is late in the three businesses it has identified for revenue jumps to post a turnaround by 2013-14.
The big one is logistics — managing the movement of goods for companies. The idea was floated about a decade ago, but launched only in 2007-08. "Better late than never," says Samuel. This is currently a Rs 50 crore business for India Post and it is looking to increase it to Rs 1,000 crore by 2013-14. "We hope to utilise our spare capacities and bring it to optimal levels," says Samuel.
It has an impressive client roster: Godrej, Coca-Cola, ITC, Dalmia Cement, P&G and Cadbury, among others. For example, it distributes Godrej's Chotu Kool refrigerator in rural Maharashtra. P&G used it to distribute products in rural Uttarakhand and Pawan Hans to ship helicopter parts. However, an official from one client told us, on conditions of anonymity, that its arrangement was only short-term.Som is sceptical about India Post's logistics offering. "Why should clients come to you when your means of delivery of larger consignments is the same as those for mails and letters," he asks. "It (logistics post) is nothing but a superficial tweaking of old processes, infrastructure without building a serious expertise behind it," adds a former India Post official. All this places a question mark on the 20-fold increase in revenues in three years the department is targeting.The second big revenue mulitplier it is looking at is 'global business division', which delivers letters and goods outside India. Set up two years ago, it is a Rs 100 crore business, with a target of Rs 310 crore for 2013-14, which again means a rapid scale up. At present, the division is forging international tie-ups. "We are picking up cues from global postal services," says Doraiswamy The one business that India Post has grown well is 'business post' — a dedicated mailing facility for corporates. So, for example, India Post picks up a company's annual reports from the press. It has the list of the company's shareholders and it ships the reports to them. Doing work like this, it posted revenues of Rs 721 crore in 2009-10 and expects to cross Rs 1,000 crore this year. It has about 340 points of contact, 100 of which are housed in company premises.
Revenue Stamps Even if these initiatives grow well, they won't erase the Rs 6,000 crore deficit. In all the transformational talk, what's conspicuously missing are the big ideas. "The postal service has no idea of the kind of assets it is sitting on," says Mahalik.
Like setting up a bank. By current numbers, it would have five times as many branches as SBI, the pole sitter. About 45% of India Post's revenues already come from earning a spread on its postal savings float and from commission earned by selling small savings schemes. A bank is a natural extension. "it has the reach, but not the expertise," says Parveen Kumar Anand, executive director, Punjab & Sind Bank.
Another example is the department's land holdings. Besides its spacious post offices, it has about 1,800 plots, totalling about 500 acres – about one-tenth the size of Noida. "Many plots are in prime locations," says Mahalik, who had recommended selling or leasing out this space. Another proposal is to move its administrative offices, which are mostly in prime locations, to cheaper suburbs, as UK did. Its headquarters in Delhi, Dak Bhawan, is a six-floor, 25,000 sq m building in the heart of the capital. "It can fetch a sale value of Rs 700-800 crore or an annual rental of Rs 60-75 crore," says the head of a real estate consultancy, not wanting to be named. Satish Kaushal, executive director–government services, Ernst & Young, says the department needs to encourage public-private partnerships, especially for remote areas. "Revenues can be generated by asking private companies to leverage India Post's infrastructure," he says. "You can even develop financial solutions."
Where's the Postmaster?
It comes down to taking decisions, which neither the political nor the bureaucratic leadership have shown an inclination to. India Post comes under the ministry of IT & communications. "Posts is too low brow," says Bhardwaj of IIEF. "It lacks the glamour of telecom for a minister's consistent interest."
A member of one of the reform committees says bureaucrats haven't pushed enough. "There's no financial accountability on the bureaucrat. So, nobody wants to rock the boat," he says. Som, who has worked under two ministers, says the onus lies on the secretary. "Ministers are what bureaucrats make them," he says. "I have always had full attention from my political bosses."
Globally, the focal point of postal reform has been privatisation (Deutsche Post and British Post) or corporatisation (US Postal Service and Australia Post). "As of now, there's no proposal for corporatisation," says Doraiswamy, but she doesn't rule it out.
A high-ranking India Post official says a mid-way model is being discussed. It envisages the department floating subsidiaries through special purpose vehicles. Each of these — for example, postal services, banking, and insurance — can function as independent business units. "They subsidiaries can generate their own funds, invite private participation, draw out their own strategy, and enjoy greater freedom," he says.
As it waits, India Post is drifting into ignominy. Till 1985, there used to be a department of posts and telegraph. It was then split into three. Telecom regulation was given to the department of telecom, which has presided over, if not abetted, a corrupt licencing regime.The telecom operations were hived off into a company called BSNL, which was once flourishing, but today has cash for just one more year. The postal operations were retained by the department, and it is on its way to becoming the next BSNL. Unless it takes some decisions. Quickly
.
Source: Economic Times Dt. 07.03.11.
Regarding Economic Times feature on India Post dated 8/3/11.
Many of staff and officers contacted Postal Directorate about a special feature on India Post in the Economic Times dated 7 March 2011. The Following few points may put the records straight: First about deficit. It is true that during last two years, the expenditure has increased. That is mainly due to establishment cost going up on account of implementation of recommendations of Pay Commission. This is true of all Government departments whether in public service or not. In regard to revenue of the Department, the two main sources of revenue, tariff for mail and remuneration for savings bank are administered. Secondly about technology. It is true that post office computerization started nearly fifteen years back. But the compurerisation was incremental and on standalone basis. A project to computerize and network all post offices by 2012-13 is under implementation. That will provide a platform for new services including extensive financial services, e-commerce and joint products from various corporate. Thirdly about Post Bank. This Department has got a report from consultant in this regard which is under processing. It may be mentioned, till last year RBI did not show any inclination for issuing banking licenses. Further to make post office an effective banking outlet, one needs to have networking and specialized banking package which is under implementation now. Fourthly about structure of the organization, leadership and continuity. There are as many corporatized post offices who have failed as of those which succeeded. In this regard continuity of vision and ability to transform is important. But that is not necessarily one top person centric. Leadership at all levels with a committed group for transformation is required. That is what we have been aiming at for managing this change.
Source: www.indiapost.gov.in
For an entity that is in the delivery business, speed in decision-making is not a strength of the department of post. From idea to implementation, the department has taken 16 years to computerise and connect all its 155,000 branches; it's taken 10 years to enter the business of managing the movement of goods for companies. Most recently, it's taken four years just to commission a feasibility study for its biggest transformation yet, becoming a bank. In the last 15 years, as electronic modes of communication have trampled on physical forms, the department has tried to change, only to give into its worst self, and continue down the road of irrelevance and mounting losses. In 2009-10, it lost Rs 6,641 crore, on revenues of Rs 6,266 crore. In other words, to earn one rupee in revenues, it spent Rs
2. In 1997-98, it gave itself a new, contemporary and meaningful identity: India Post.
Except it never carried through that exercise the way it could have and it sometimes even promised to. Several global logistics powerhouses have approached it for a partnership, but are left shrugging their shoulders. "We don't know what India Post wants," says a senior executive of a global logistics firm that is waiting on India Post for four business proposals made to it two years ago. "Dealing with them demands a great deal of patience due to the slow decision-making."The ultra-slow decision-making is compounded by ultra-fast personnel movement at the top. In the last 11 years, India Post has had six chiefs. "The department is a victim of its age," says BN Som, who headed it between 1998 and 2000. "It has failed to maintain continuity of vision under successive leadership." A proposal in one chief's tenure tends to lose steam in another's. In a world that started and ended with it, this wouldn't be catastrophe. But in a world where it is competing against private players, and is punching below its weight, time is running out for India Post. And it doesn't have a big plan or an overriding sense of purpose to turn this red ship around. Radhika Doraiswamy, the current captain of the ship, is looking to technology to cut costs and push new business initiatives. "Riding on technology, we hope to become a self-sustaining organisation by 2013-14," says the current secretary-posts & director-general of the Postal Services Board. It's a statement that clings to hope and numbers the department has never achieved before. John Samuel, general manager–business development, shows a growth-projection sheet that calls the department to grow at a multiple of its historic rate. For example, in the business post segment, it projects 40% a year growth till 2013-14, against 15% and 20% in the last two years, respectively. Even the government, which makes good the department's deficit every year, doesn't see a turnaround. Budget 2011 has put aside Rs 5,108 crore for India Post for 2011-12. And in 2010-11, it overshot what the government had budgeted for it by 2,300 crore.
Money Disorder
About 90% of its expenses go towards salaries of its 475,000 employees in 155,000 branches. It can't, the department says, shut down commercially unviable branches because there is an India that uses these services and can't afford to pay commercial rates. At one level, it's a plausible argument. At another, it's a fig leaf. Sure, the business of post offices is about meeting a social obligation. But though this part of the business, stamps, unregistered and registered letters, and money orders, brings in only 20% of revenues, it uses up most of the workforce. And mostly, unproductively; collectively, these employees could be doing a lot more. The challenge for a post office is to make employees do more through businesses that have synergies with postal services, but run on commercial terms. Essentially, use the surplus in the commercial businesses to bridge the postal deficit. Post offices around the world have branched out into logistics services, financial services and banking to turn profitable. For example, Deutsche Post in Germany, Australia Post and New Zealand Post, to name just three. It's what India Post also has been trying to do, in fits and starts, for the last 15 years. But it has delivered either moderate successes or stillborn failures. At about Rs 2,000 crore, the delivery business accounted for just 30% of India Post's revenues in 2009-10. It's had a headstart of decades in the delivery business. Its reach is a multiple of that of all private players combined. Yet, its market share in the Rs 15,000 crore domestic delivery business (letters, parcels and logistics) is just 20%. That's partly due to its late entry and partly due to its stiffness in operations. For example, its delivery business is sliced into three services: ordinary post, registered post and speed post. The last, speed post, is a premium service, akin to private courier. Yet, its tariff for packets weighing up to 50 gram is fixed at Rs 25, whatever the destination.Snail Mail It loses out both ways. On short distances, where private players charge below Rs 25, it loses out on business. On long distances, where private players charge way above Rs 25, it loses out on revenues. "The department is plagued by its inability to comprehend that things can be achieved through a business mindset," says SC Mahalik, who headed the department between 1994 and 1996.The eternal delay in computerisation and networking is the product of such a mindset. At present, only 8,000 of its 155,000 branches are inter-linked. The rest function as islands, hooking up only physically. It's only last year that India Post asked Accenture to hook up all its branches and this is expected to happen by late-2012. Even after the technology connections are finalised, employees will have to be trained. "Technology will only be productive when it is leveraged to harness its immense outreach to underserved areas, says Gautam Bhardwaj, managing director, Invest India Economic Forum, who was part of a committee on postal reforms in 2009. "Otherwise, such large infrastructure is like a hospital without patients." Mahalik first initiated the technology push in 1994. But he retired in 1996, and the plan went cold. Som revived it in 1998, but again it went cold. Similarly, India Post is late in the three businesses it has identified for revenue jumps to post a turnaround by 2013-14.
The big one is logistics — managing the movement of goods for companies. The idea was floated about a decade ago, but launched only in 2007-08. "Better late than never," says Samuel. This is currently a Rs 50 crore business for India Post and it is looking to increase it to Rs 1,000 crore by 2013-14. "We hope to utilise our spare capacities and bring it to optimal levels," says Samuel.
It has an impressive client roster: Godrej, Coca-Cola, ITC, Dalmia Cement, P&G and Cadbury, among others. For example, it distributes Godrej's Chotu Kool refrigerator in rural Maharashtra. P&G used it to distribute products in rural Uttarakhand and Pawan Hans to ship helicopter parts. However, an official from one client told us, on conditions of anonymity, that its arrangement was only short-term.Som is sceptical about India Post's logistics offering. "Why should clients come to you when your means of delivery of larger consignments is the same as those for mails and letters," he asks. "It (logistics post) is nothing but a superficial tweaking of old processes, infrastructure without building a serious expertise behind it," adds a former India Post official. All this places a question mark on the 20-fold increase in revenues in three years the department is targeting.The second big revenue mulitplier it is looking at is 'global business division', which delivers letters and goods outside India. Set up two years ago, it is a Rs 100 crore business, with a target of Rs 310 crore for 2013-14, which again means a rapid scale up. At present, the division is forging international tie-ups. "We are picking up cues from global postal services," says Doraiswamy The one business that India Post has grown well is 'business post' — a dedicated mailing facility for corporates. So, for example, India Post picks up a company's annual reports from the press. It has the list of the company's shareholders and it ships the reports to them. Doing work like this, it posted revenues of Rs 721 crore in 2009-10 and expects to cross Rs 1,000 crore this year. It has about 340 points of contact, 100 of which are housed in company premises.
Revenue Stamps Even if these initiatives grow well, they won't erase the Rs 6,000 crore deficit. In all the transformational talk, what's conspicuously missing are the big ideas. "The postal service has no idea of the kind of assets it is sitting on," says Mahalik.
Like setting up a bank. By current numbers, it would have five times as many branches as SBI, the pole sitter. About 45% of India Post's revenues already come from earning a spread on its postal savings float and from commission earned by selling small savings schemes. A bank is a natural extension. "it has the reach, but not the expertise," says Parveen Kumar Anand, executive director, Punjab & Sind Bank.
Another example is the department's land holdings. Besides its spacious post offices, it has about 1,800 plots, totalling about 500 acres – about one-tenth the size of Noida. "Many plots are in prime locations," says Mahalik, who had recommended selling or leasing out this space. Another proposal is to move its administrative offices, which are mostly in prime locations, to cheaper suburbs, as UK did. Its headquarters in Delhi, Dak Bhawan, is a six-floor, 25,000 sq m building in the heart of the capital. "It can fetch a sale value of Rs 700-800 crore or an annual rental of Rs 60-75 crore," says the head of a real estate consultancy, not wanting to be named. Satish Kaushal, executive director–government services, Ernst & Young, says the department needs to encourage public-private partnerships, especially for remote areas. "Revenues can be generated by asking private companies to leverage India Post's infrastructure," he says. "You can even develop financial solutions."
Where's the Postmaster?
It comes down to taking decisions, which neither the political nor the bureaucratic leadership have shown an inclination to. India Post comes under the ministry of IT & communications. "Posts is too low brow," says Bhardwaj of IIEF. "It lacks the glamour of telecom for a minister's consistent interest."
A member of one of the reform committees says bureaucrats haven't pushed enough. "There's no financial accountability on the bureaucrat. So, nobody wants to rock the boat," he says. Som, who has worked under two ministers, says the onus lies on the secretary. "Ministers are what bureaucrats make them," he says. "I have always had full attention from my political bosses."
Globally, the focal point of postal reform has been privatisation (Deutsche Post and British Post) or corporatisation (US Postal Service and Australia Post). "As of now, there's no proposal for corporatisation," says Doraiswamy, but she doesn't rule it out.
A high-ranking India Post official says a mid-way model is being discussed. It envisages the department floating subsidiaries through special purpose vehicles. Each of these — for example, postal services, banking, and insurance — can function as independent business units. "They subsidiaries can generate their own funds, invite private participation, draw out their own strategy, and enjoy greater freedom," he says.
As it waits, India Post is drifting into ignominy. Till 1985, there used to be a department of posts and telegraph. It was then split into three. Telecom regulation was given to the department of telecom, which has presided over, if not abetted, a corrupt licencing regime.The telecom operations were hived off into a company called BSNL, which was once flourishing, but today has cash for just one more year. The postal operations were retained by the department, and it is on its way to becoming the next BSNL. Unless it takes some decisions. Quickly
.
Source: Economic Times Dt. 07.03.11.
Regarding Economic Times feature on India Post dated 8/3/11.
Many of staff and officers contacted Postal Directorate about a special feature on India Post in the Economic Times dated 7 March 2011. The Following few points may put the records straight: First about deficit. It is true that during last two years, the expenditure has increased. That is mainly due to establishment cost going up on account of implementation of recommendations of Pay Commission. This is true of all Government departments whether in public service or not. In regard to revenue of the Department, the two main sources of revenue, tariff for mail and remuneration for savings bank are administered. Secondly about technology. It is true that post office computerization started nearly fifteen years back. But the compurerisation was incremental and on standalone basis. A project to computerize and network all post offices by 2012-13 is under implementation. That will provide a platform for new services including extensive financial services, e-commerce and joint products from various corporate. Thirdly about Post Bank. This Department has got a report from consultant in this regard which is under processing. It may be mentioned, till last year RBI did not show any inclination for issuing banking licenses. Further to make post office an effective banking outlet, one needs to have networking and specialized banking package which is under implementation now. Fourthly about structure of the organization, leadership and continuity. There are as many corporatized post offices who have failed as of those which succeeded. In this regard continuity of vision and ability to transform is important. But that is not necessarily one top person centric. Leadership at all levels with a committed group for transformation is required. That is what we have been aiming at for managing this change.
Source: www.indiapost.gov.in
Sunday, March 20, 2011
CIRCLE REPRESENTATIVES VISITED SURENDRANAGAR DIVISION
Circle Secretary has to attend divisions for understanding any problems or stalemate with administration. Our goal is not to struggle and fight out against unlikely situations all the time. Time has totally changed. Our first step has to be in favour of establishing harmony coherence and affirmative atmosphere in every division. We are also supposed to contribute our best ability for extending support to the administration for ensuring high quality of services to public and smooth administration for implementation of various plans and achievement of targets because after all the department has to survive, progress and stand in top.
As and when there is any communication break stuck between local administration and the divisional leaders, our task should be to assemble, discuss and force love, friendliness and transparent relation between them. No one of us is destined to suppress or hurt each other.
In Surendranagar division also, there were some minor gaps in communication with administration which were required to be filled up harmonically. Circle Secretary visited Bhaktinagar Rajkot on 18.03.2011 in connection with a Farewell ceremony or retired employees. Com.P.J.Rana Senior Comrade of Surendranagar division who is also Circle Vice President was also fortunately present at Rajkot. We suggested him to proceed to Surendranagar and accordingly C/S accompanied by Com.S.T.Teraiya Circle President P.IV( also Vice President CHQ N.Delhi), Com.S.K.Vaishnav Asst. C/S and Com.P.J.Rana Circle Vice President visited Surendranagar and met Shri. B.R.Gohil SPO Surendranagar. Com.B.G.Solanki D/S P.III and Com.Devayatbhai a senior leader of GDS Union also joined us.
It was very pleasant to be with Shri.B.R.Gohil SPO who is very co operative, straight forward and plain in what he says. We are touched by his hospitality and constructive approach. Generally there should be no major problems where such officer works. In fact there were no real problems at Surendranagar also and some confusions were prevailing which were cleared and it is in no doubt that Union and Administration in this division will positively support each other and become a top division by achieving various targets.
I convey special thanks to Shri. B.R.Gohil for his lovely nature and positive response given to all of us.
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