ALL INDIA ASSOCIATION OF INSPECTORS AND ASSISTANT SUPERINTENDENT POSTS
CHQ Qtr. No. 12, P & T Colony, Khurshid Square, Civil Lines, Delhi
110 054.
Nirmalya
Mitra
President
ADPS
(FS)
o/o
CPMG WB Circle
Kolkata
700012
(M)
09433395342
|
Vilas
Ingale
General Secretary
Superintendent
of POs
Palghar
Division
Mira
Road 401107
(M)
09869417961
|
Yadagiri
G. Nyalapelli
Treasurer
Asst.
Supdt. Posts
% PMG, Mumbai Region
Mumbai
400001
(M) 09869143819
|
No.
CHQ/AIAIASP/Cadre Restructure/2016 Dated : 19th
September 2017
To,
The Secretary,
Department of Posts,
Dak Bhavan, Sansad Marg,
New Delhi 110 001.
Sub
: Cadre restructuring of Inspector Posts cadre.
Ref. : Directorate memo No. 25-35/2011-PE-I dated
03-12-2014 and Estt/1-1/ASP dated
4-02-2015
Respected
Sir,
In-continuation
to this Association’s letter of even number dated 8th June 2017
(copy enclosed) a fresh proposal for cadre restructuring of Inspector Posts
cadre is enclosed herewith.
This Association earnestly requests the
Hon’ble Secretary (Posts) to look into this long pending matter and cause
necessary action to convene cadre restructuring of the Inspector Posts cadre at
the earliest.
With
profound regards,
Yours faithfully,
Sd/-
(Vilas Ingle)
General Secretary
..............................................................................................................
PROPOSAL FOR THE CADRE REVIEW OF THE
INSPECTOR POSTS AND ASSISTANT SUPERINTENDENT POSTS
1. PREAMBLE
1.1 The present proposal relates to the
cadre review of the Inspector Posts and Assistant Superintendent Posts. The
cadre was constituted long back, and is under the administrative control of the
Ministry of Communications. The officers of these cadres are selected through Staff Selection Commission and
66.66 percent of the vacancies is filled up by promotion through Limited
Departmental Competitive Examination (LDCE) from the feeder grade with not less
than five years regular service as on 1st January of the year, to
which the vacancies pertain to, in the grade of Postal or Sorting Assistants,
Stenographer Grade-II and Lower Selection Grade including regular service put
in as Postal or Sorting Assistants, if any.
1.2 The
current exercise aims at strengthening the, cadre structure both at the
headquarters and the field, on the basis of functional needs, and is designed
to enable the department to provide better services in the emerging IT driven
scenario, and to effectively respond to an increasing array of competitors and
fully realize the potential of its vast network to enhance existing service and
offer new services.
1.3 Department of Posts serves every household
and touches the lives of millions every day. It serves both the privileged and
under privileged sections of the society and reaches out to rural population
and urban lives equally at each stage of human life. In
the age of globalization, the operating environment and the role of Department
of Posts is continuously evolving. The
Department has evolved dynamically and is an important link between the
Government of India, state governments and citizens for delivery of postal,
communication, social and financial services. Postal services are experiencing
exhilarating growth in Parcels, e-commerce, financial savings, Rural and Urban
Life Insurance products, speed, express and time- sensitive, reliable mail
services. Department of Posts has undertaken social benefit payments, such as
MGNREGA and social security pension schemes. In order to meet the new
developments and challenges, the services provided by the Department of Posts
are being both upgraded, as well as, diversified and new services are being
introduced. A major IT Modernization Project is in the process of being
implemented.
1.4
The Inspectors and Assistant Superintendents of
Posts are basically responsible for managing Postal and RMS Sub-Divisions. The
Inspectors and Assistant Superintendents of Posts also occupy other positions
like Office Supervisors / Assistant Superintendents (Head Quarters) and
Assistant Superintendents (Out Door) in Postal /RMS Division, Investigating
Inspectors / Assistant Superintendent (Investigation), Assistant Superintendent
(Vigilance), Inspector / Assistant Superintendent (Complaints), Inspector / Assistant
Superintendent (Technology) etc. to provide necessary functional support. The Department of Posts is on its way to restructure itself to meet
challenges of 21st century. But, since
1979 no cadre review has taken place for Inspector Posts cadre though the said
cadre review was implemented in the year 1985. Second cadre review orders issued under No.28-29/87/PE-I
dated 20-08-1990 by Department Posts although Presidential approval was
conveyed for up-gradation of 245 ASPs Posts of the Head Postmaster as PS Gr. B,
but due to opposition from General Line Federations, the said scheme could not
be implemented by the department. As per the guidelines issued by Department of
Personnel and Training, an exercise to review the cadre structure of each
service has to be carried out every five years. For IPoS cadre, 6cadre review
already completed and implemented so far.
2
INTRODUCTION
2.1
The
Department of Posts, with its network of 1,54,910 Post Offices, is the largest
postal network in the world. On an average, 8364 people are served by a Post
Office in the country; in rural areas, a Post Office servers 6275 people, and
in urban areas, a Post Office serves 26553 people. Average area served by a
Post office is 21.22 sq. km. The Department has been in the service of the
nation for 163 years. It has evolved dynamically and today is an important link
between the Government of India, State Governments and citizens for delivery of
postal, communication, social and financial services. Its core functions
include booking, transmission and delivery of mail articles, provision of small
savings and financial inclusion services. Postal services are experiencing huge
growth in Parcels, e-commerce parcels, financial services, Rural and Postal
Life Insurance products, speed, express and time-sensitive, reliable mail
services. Department’s main vision is to continue to deliver social security
services and to enable last mile connectivity as a Government of India
platform. The IT Modernization Project aims at transforming the Department into
a ‘Technology enabled, self-reliant market leader”. It will result in increased
market share and revenues, launch of new products and services, improved
service delivery system, motivated workforce and customer satisfaction. Under
the IT Modernization Project, integrated modules will cover various functions
of Post Offices, Administrative Offices, Account Offices and Mail Offices, etc.
Digital India Programme is a flagship programme of Government of India launched
in 2014 with a vision to transform India into a digitally empowered society and
knowledge economy. The department is digitizing all the 1,54,910 Post Offices
including 1,29,346 Gramin Dak Sewak Post Offices in rural areas. The digital
Post Office shall work as multi service centre and become the nodal centre for
the dissemination of information vis-a-vis government policies; disbursement of
social security benefits; and financial inclusion. These post offices will
offer a digital means of communications.
2.2
Rural
Information Communication Technology (RICT) project has been launched by the
Department in 28107 Branch Post Offices (as on 1/7/2017) and it has been
planned to rollout in 40000 BOs through out India during current year. The Core
Banking Solutions (CBS) Project is bringing in facilities of ATM banking,
Internet Banking and Mobile Banking to Post Offices Savings Bank (POSB)
customers 24x7 along with the facilities of National Electronic Fund Transfer (NEFT)
and Real Time Gross Settlement (RTGS). In the Budget 2015-16 speech in
Parliament, the Union Finance Minister announced the Government’s intention to
set up the Payment Bank by Department of Posts to promote financial inclusion
and ease the access of the people to the formal financial system. The
Department of Posts received an ‘In Principle’ approval from the RBI on
7/9/2015 for setting up of a Payments Bank. The main objectives of the India
Post Payments Bank (IPPB) is to bring a large number of individuals and small
businesses into the formal banking channel by offering MSMEs, small
entrepreneurs/ merchants, village panchayats, Self Help Groups (SHGs) etc.
Direct Benefits Transfer (DBT) of social security payments of various
Ministries to beneficiaries, Utility Bill payments for electricity, water,
telephone, gas, payments of various central and state government and municipal
dues, person to person remittances, distribution of third party financial
products such as insurance, mutual funds, pension and credit products. Finally,
it was decided by department to roll out 650 branches of IPPB and their
linkages with post offices across the country by September 2017.
2.3
The
department is facing stiff competition and has been impacted by external
factors of liberalization, globalization, digitization which have changed the
dynamics of the market. Several new services have been introduced and the
existing products redesigned to effectively compete with other players in the
market. New products have been designed for various segments of the society. Steps
have been taken to introduce information technology on a large scale, which has
strengthened the customer interface at each stage of the value chain and
improved delivery of service. The complex e-commerce, cash on delivery,
logistics movement of consignments and instant money transfer are some new
technology driven services that the department has recently embarked upon to
meet the changing requirements of the public.
2.4
Department
of Posts on an average delivers 624.04 crore pieces of mail every year reaching
out to every nook and corner of the country. New opportunities are on the rise
from e-commerce and parcel business. In the financial year there are over 40
crore accounts under the Savings Schemes at the end of financial year 2015-16
in Post Office Savings Bank scheme. There is huge potential from savings
accounts and remittance business. The Postal Life Insurance (PLI) and Rural PLI
have also registered phenomenal growth. Aggregate number of PLI policies and
aggregate sum assured as on 31/3/2016 was 4930000 and Rs. 109982.09 crore
respectively. Department has published the projection of revenue growth up to
2019-20 which is appended as Annexure-B to this report.
2.5
As
on 31/3/2016, there were a total 448840 employees in Department of Posts, of
which, 193811 Departmental employees and 255029 are Gramin Dak Sevaks who run
the large rural postal network. The present sanction strength of Inspector
Posts is 2187 and ASP 1824. Therefore 4011 IPs/ASPs are serving the Department
in field and headquarters.
2.6
It
is a fact that not a single post of Inspector or Assistant Superintendent Posts
has been sanctioned in the Department of Posts for last 50 years despite full
justification based on the existing Staff Inspection Units (SIU) norms. But at
the insistence of this Association one work study was conducted by the
department in the year 1995-96 and it was gathered that as per SIU norms 500
more posts of IPOs / ASPOs was found justified at that time but no post was
sanctioned by the department. On the contrary several posts like HSG-II (IPO
Line) was taken away from this cadre in the year 1980, some posts of
investigating inspector (wireless) and savings bank Development Officers which
were being manned by the Inspector Line officers were abolished in the year
1985 and 1992-93 respectively. The work load and job description of Inspectors
/ Asst. Superintendents Posts have increased manifold due to subsequent
diversification of business activities by the Department in different spheres.
2.7
It
is a fact that the Inspector (Posts) and Asst. Supdt. Posts are instrumental in
achieving the phenomenal growth of the Department of Posts in its savings
bank services over the years. Currently DoP has 400.05 million accounts
that hold deposits amounting to Rs 486264.66 crore. The department performs
these agency services on behalf of the Ministry of Finance and provides
financial inclusion to the poorest of the poor in remotest corners of the
country through its postal network of 154910 post offices.
2.8
Department
of Posts provides Life Insurance Services to Government employees known as
Postal Life Insurance (PLI) and Rural Postal Life Insurance services (RPLI) to
prospective clients across the country. It currently has a PLI Fund corpus of Rs
109982.09 crore from 49.30 lakhs live policies. The RPLI corpus is Rs 81733.73
from 149.15 lakhs policies. The PLI and RPLI corpus has shown a exponential growth
rate. The Department has therefore been at the forefront of providing rural and
quality life insurance services to Government staff and has registered an
exponential growth in the sector over the last ten years.
3
Promotional Avenues :
3.1
The
examination for promotion to the cadre of Inspector Posts is common for Postal
/ Sorting Assistant having a minimum 5 years qualifying service with just 4
chances for any official and comes with age restrictions. The exam
comprises of four papers, each of 3 hours duration for 300 marks. This is one
of the toughest competitive examinations conducted at All India level and only
few aspirant candidates can get through. How stiff and competitive this
examination is, can be easily assessed based on the syllabus. Paper I and II
demands in-depth knowledge of the rules and regulations relating to Postal and
RMS functions laid down in Postal Manuals and what the officers in All India
Services in Central Govt. and Central Secretariat services are required to
possess. Paper III deals with various laws comprising Constitution of India,
Indian Penal Code, Criminal Procedure Code (Cr.PC), Indian Evidence Act, COPRA
Act & CAT Act, RTI Act 2005, CPC. Paper IV deals with General Knowledge and current
affairs.
3.2
The
Inspector Posts is required to acquire a fair knowledge of legislature
enactments like Constitution of India, Indian Penal Code, Criminal Procedure
Code (Cr.PC), Indian Evidence Act, COPRA Act & CAT Act, RTI Act 2005,
Indian Post Office Act 1898, Government Savings Bank Act 1873, Indian Post
Office Savings Banks Rules 1933, Government Savings Certificate Act 1959, Indian
Post Office Savings Certificate Rules 1960.
3.3
This
is a pure selection depending upon merit and the vacancies declared for the
year. During the year 2016 out of 3207 candidates who appeared for the
examination, only 165 have been selected against the declared vacancies by the department
i.e. only 5.14.% have been declared successful. The cadre therefore,
comprises of the cream of the Department. The successful candidates are
required to undergo theoretical training at Postal Training centers and practical
training in the field.
3.4
As
recommended by the fifth CPC the Government has introduced Direct Recruitment
at the level of Inspectors through Staff Selection Commission for 33.33% of the
posts. 7CPC has now recommended GP of Rs 4600/- to Inspector posts cadre
which is equal to the Inspectors working in other Ministries. An All India
Seniority is drawn up based on the merit position of the candidates and this
becomes the ultimate document for further promotion to Postal Services Group B
Cadre.
4. Proposed scenario and Improvement after
implementation of proposed cadre restructuring:-
4.1 The Inspectors and Assistant Superintendents
of Posts are playing a very pivotal role to achieve the goals outlined for
development of the Department through tremendous growth in its Savings Bank services
and Postal Life Insurance (PLI) and Rural Postal Life Insurance services
(RPLI), e-Commerce and bringing success to Government of India Social and
Financial schemes viz MGNREGA payments.
4.2 With a large network of with
over 1, 54,910 Post Offices (as on 31.03.2016) of which 1,29,346 (83.50%) in
the rural areas, the
Post Office touches the life of everyone. At
the time of independence, there were 23,344 Post Offices, which were primarily
in urban areas. Thus, the network has registered a seven-fold growth since
Independence, with the focus of this expansion primarily in rural areas which
is the focus of present Government to ensure overall growth. The Department is preparing to
manage the massive changes that have arisen on introduction of the IT
Modernization Project. With this kind of technology initiative, the Post Office
will be in a position to become the front office of the Government to the
citizens. Role of
the Inspectors and Assistant Superintendents of Posts has also increased in
many folds in implementation & Roll out of IT Modernization Project in
general and particularly in Rural ICT.
4.3 In the present
environment, inspection of Post Office work which is performed by the Inspectors and Assistant Superintendents
of Posts is the foremost compliance verification tool. In the cadre
restructuring of Group-C employees of Department of Posts the posts of SPMs in
single and double handed offices have been upgraded to the extent of LSG Posts.
Similarly, the posts of SPMs in triple handed offices have been upgraded to the
extent of HSG-II Posts. The rising incidents due to technological advancement
requiring dedicated man power to be trained and deployed for combating frauds. Therefore, it is proposed to have a dedicated
Team of Group-B Officers at each Circle/Regional level for inspection of
Offices of having the status of LSG and above.
4.4 Over a period of time, with increased
competitiveness, increased accountability and commitment to society (as
reflected in Citizen’s Charter), increased transparency (on account of
transparent business process, automation and RTI etc.), streamlining of
processes, the service delivery expectations and expeditious redressal of
Public Grievance and the expectations for quick resolution of Public Grievance
are much higher. We have also committed ourselves for improved services. Therefore, it is proposed to have
additional Posts of Group-B Officers at Circle/Regional level for e-Commerce,
Public Grievance, Technology, Business Development etc. and to upgrade the
posts of ASP(HQ) and ASP(OD) in JTS Divisions (Postal/RMS) to PS Group-B Cadre.
4.5 There are 92 National Sorting Hubs (NSHS) in
the Country which are headed by Inspectors and Assistant Superintendents of
Posts. Out of these 92 NSHs, around 20 NSHs are under the jurisdiction JTS
Divisions (Postal/RMS). It is proposed to upgrade these 20 posts to
PS Group-B Cadre to head the NSHs under the jurisdiction JTS Divisions
(Postal/RMS). Besides this hubs which are exclusively looking after the work of
Parcel and e-commerce articles etc should be upgraded to PS Gr. B cadre.
4.6 On implementation of Core Banking Solution
(CBS), Circle Processing Centers (CPCs) have been established at each Circle
Head Quarters. It is proposed to upgrade
23 posts to PS Group-B Cadre to head the Circle Processing Centers (CPCs).
4.7 The issues like career opportunities and
career progression are extremely significant for the Department as a whole. For
an Inspector Posts it is taking more than 24 years to get PS Group-B through inter-se-seniority
promotion. The ratio of Staff strength in PS Group-B cadre to that of the
feeder cadre i.e. the Inspectors and Assistant Superintendents of Posts is 1:5.
A career progression is a must to keep the motivation of an Officer alive
throughout his career.
In view of the significant work
profile in delivery of quality services expeditiously, disposing of Disciplinary
/Vigilance cases in a time bound manner, in achieving the desired objective of
complaints verification effectively and to meet the career expectations of the
Inspectors and Assistant Superintendents of Posts there is need to upgrade
certain posts of Assistant Superintendents of Posts to PS Group-B level at
Circle /Regional Offices and Postal/RMS Divisional Offices.
To meet the functional requirement
as well as career expectations of the Inspectors and Assistant Superintendents
of Posts and in view of the aforementioned paras the
cadre restructuring proposal of
the Inspectors and Assistant Superintendents of Posts is placed as detailed
below:-
|
Sl. No.
|
Grade
|
Existing Strength
|
Sl. No.
|
Grade
|
Proposed Strength
|
Proposal
|
|
1.
|
PS Group-B
|
750
|
1.
|
PS Group-B (Non Functional Selection
Grade)
|
300
|
The
exiting PS Group-B (Non Functional Selection Grade) in the level of Pay
Matrix-10 only for those who are senior most and completed not less than a
minimum service of two years in PS Group-B.
|
|
2.
|
PS Group-B
|
1088
|
It is proposed to upgrade
the posts of ASP (HQ) and ASP (OD) in JTS Divisions/units (Postal/RMS) to PS
Group-B Cadre (171x2=342).
It is also proposed the head of National Sorting Hubs (NSHs) in JTS Divisions
(Postal/RMS) (20) and all CBS CPCs
(23) upgraded to PS Group-B Cadre.
Certain posts of Assistant Superintendents Posts (113 + 140) to PS
Group-B level at Circle /Regional Offices for looking after new services and
Inspection Team.
|
|||
|
2.
|
Assistant Superintendents of
Posts
|
1824
|
3.
|
Assistant Superintendents of
Posts
|
1264
|
All the Assistant
Superintendent Posts will be at Circle / Regional Offices and Postal/RMS
Divisional Offices. Also in PSD/ RSD/ CSD /Foreign Post/CBO/BPCs etc.
|
|
3.
|
Inspector Posts
|
2187
|
4.
|
Inspector Posts
|
2109
|
All the Inspector Posts will
function as Sub-Divisional Head (Postal and RMS)
|
|
Total
|
4761
|
Total
|
4761
|
|
||
It is also proposed to keep leave
reserve post 10% of cadre strength of PS Gr. B.
5.
Financial Implications / Financial
Neutrality:-
5.1
The financial implications have been
computed based on sanctioned strength.
The Cadre re-structuring, as proposed above, would not entail any additional
expenditure as shown in the Annexure ‘A’ and accordingly therefore in nutshell
it will be total saving of Rs. 17,11,300/- to the department of posts.
5.2 At present there are 350 numbers of MACP III
officials in the Pay Matrix Level-9 and 100 numbers of MACP II officials in the
Pay Matrix Level-8 from the cadre of Inspectors
and Assistant Superintendents of Posts are available in the Department. Hence the question of matching savings in the
respective levels of Pay Matrix to the extent does not arise at all.
5.3 141
HSG-I Posts (IP Line) surrendered to General Line may be taken toward Financial
Neutrality. If at all any matching savings is required, the same may be taken in to
account and these 141 posts may be adjusted as matching savings.
Conclusion:
Since last 35 years no cadre review
has taken place for IP cadre whereas
all other cadres had managed to get benefits in their favour periodically. Only
one cadre review was taken place for IP cadre, whereas 6 cadre reviews have
already been carried out for IPoS cadre. In the year 2012 this Association was
called for to attend meeting in connection with Organizational
Restructuring in Department of Posts and in the said meeting it was discussed
about up-gradation of Class II divisions to Class I division and in each
division there would be 2 PS Gr. B officers. In view of the said meeting, the
upgraded posts of ASPs to PS Gr. B may be placed in division/RO/CO. Overall
there is an attempt to rationalize the cadre structure both at the headquarters
and the field on the basis of functional requirement. It will provide more
avenues to earn revenue and respond effectively to the growing customer needs.
This will also reduce the stagnation and improve career aspects of Inspector
Posts by saving of total Rs.17,11,300/- reducing the cost of the establishment
permanently thereby it will vouchsafe the deficit of the department
minimize.
We are waiting for positive response
and if required meeting may be held with our Association for detailed
discussion/clarification.
Yours
sincerely,
(Vilas Ingale)
General Secretary
Annexure
‘A’
Financial
Implications
|
Sl. No.
|
Grade
|
Existing Strength
|
Entry Pay
|
Total Pay
|
Sl. No.
|
Grade
|
Proposed Strength
|
Entry Pay
|
Total Pay
|
|
1.
|
PS Group-B
(Level-9)
|
750
|
53100
|
39825000
|
1.
|
PS Group-B (Non
Functional Grade) (Level-10)
|
300
|
56100
|
16830000
|
|
2.
|
PS Group-B
(Level-9)
|
1088
|
53100
|
57772800
|
|||||
|
2.
|
Assistant
Superintendents of Posts
(Level-8)
|
1824
|
47600
|
86822400
|
3.
|
Assistant
Superintendents of Posts (Level-8)
|
1264
|
47600
|
60166400
|
|
3.
|
Inspector Posts
(Level-7)
|
2187
|
44900
|
98196300
|
4.
|
Inspector Posts
(Level-7)
|
2109
|
44900
|
94694100
|
|
4.
|
141 HSG-I Posts
surrendered to General Line
|
141
|
44900
|
6330900
|
|||||
|
Total
|
4902-141= 4761
|
|
231174600
|
Total
|
4761
|
|
229463300
|
||
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