Lokpal Act notified – Central Government Employees to declare assets of self, spouse and children

Lokpal Act notified – Central Government Employees to declare assets of self, spouse and children
         The central government has notified rules under the Lokpal Act making it mandatory for all its employees to file declarations of their assets and liabilities and those of their spouses and dependent children.

             It has issued new forms for filing these returns which have fields to give details on cash in hand, bank deposits, investment in bonds, debentures, shares and units in companies or mutual funds, insurance policies, provident fund, personal loans and advance given to a person or any entity, among others.

           The employees need to declare motor vehicles, aircraft, yachts or ships, gold and silverjewellery and bullion possessed by them, their spouses and dependent children, according to the form.
       They need to give detail of their immovable properties and statement of debts and other liabilities on first appointment or as on March 31 of every financial year.
There are about 50 lakh central government employees, including IAS, IFS and IPS, among others.
           The rules, Public Servants (Furnishing of Information and Annual Return of Assets and     Liabilities and the Limits for Exemption of Assets in Filing Returns) Rules, 2014– were notified by the Department of Personnel and Training (DoPT) last week.
As per the rules, notified under Lokpal and Lokayuktas Act, every public servant shall file declaration, information and annual returns of his assets and liabilities as on March 31 every year on or before July 31 of that year.

       These declarations are in addition to such returns being filed by the government employees under various services rules.

      However, the competent authority may exempt a public servant from filing the information in respect of any asset if its value does not exceed his or her four months basic pay or Rs two lakh, whichever is higher, the rules said.

DETAILS OF EXISTING POST OFFICES FUNCTIONING IN OWN BUILDINGS

NFPE WRITES TO Dte DEMANDING JUSTICE TO POSTMASTERS NATIONAL FEDERATION OF POSTAL EMPLOYEES

NFPE WRITES TO Dte DEMANDING JUSTICE TO POSTMASTERS
NATIONAL FEDERATION OF POSTAL EMPLOYEES
CHQ: 1st Floor, North Avenue Post Office Building, New Delhi - 110001
 

Ref: PF/NFPE/Staff                                                                                                  Dated – 16.07.2014

To

The Secretary
Department of Posts
Dak Bhawan, New Delhi – 110001

Sir,

Sub: -    Continuing injustice to the Postmaster cadre – request for remedial measures – reg.

By various references the injustice caused to the Postmaster cadre official have been brought to the notice of the Directorate but the results of the actions taken are yet to come. The minds of the affected Postmaster cadre officials are in the burning state and this disappointed category needs and deserves justice on the following issues.

1.       It is happened while calling for volunteers to Postmaster cadre, it was assured to the applicants under initial constitution vide para 4, 5, 6 of the Directorate letter No. DG (P) No. 4-17/2008-SPB II dated 07.02.2011, that the same years as minimum Qualifying service will be adhered for the promotions of Postmaster grade I to Postmaster Grade II and Postmaster III as in the cases of LSG to HSG II and HSG II to HSG I. Many senior HSG II officials opted for PM Grade II are now bypassed by junior HSG II officials remained in the General line by getting HSG I on completion of 3 years of Qualifying Service.

As assured during the initial constitution of Postmaster Grade by Directorate to maintain same qualifying service, all the Postmaster Grade II officials having 3 years of service in HSG II & PM Grade II combinedly may be promoted to Postmaster Grade III by taking into account of anomaly caused to Postmaster Grade II officials. The above matter was taken up with the Directorate in the JCM Departmental Council meeting on 27/11/2103 under Sl. No. 12 and Item No. 73 and the staff side was replied that the proposal is being drafted for sending it for the DOPT/UPSC for relaxation of recruitment rules in order to promote Postmaster Grade II to Postmaster Grade III with 3 years of service in Postmaster Grade II/HSG II.

Till date, no positive action in this regard has come out and the fate of the affected Postmaster Grade officials are still worsening as their junior counter parts in erstwhile HSG II gradation list are now promoted to HSG I and some become Postmaster Grade III under belated initial constitution while the senior erstwhile HSG II officials earlier opted for PM Grade II are in the same Post.

The above injustice anomaly tampered the ambitions and rightful career aspirations that can never happen in any other administration or department.

2.       On several occasions in person and through writing it is being requested to convene a special meeting exclusively for the problems and issues of the Postmaster Cadre. But for unknown reasons, the above request is not materialized till date. A meeting is required to be convened exclusively for Postmaster cadre issues which may lead to sort out the bottle necks.

3.       In the year 2011, 2012 when the PS Group ‘B’ exam were conducted, the optees for Postmaster Grade despite their LSG service for more than 5 years are denied abruptly to sit in the examination. A fair number of senior and efficient officials opted for Postmaster cadre was kept out from the race of PS Group ‘B’ and their career ambition is ignored in an unscientific manner. In the same way, young and dynamic Postmaster Grade I officials are denied to sit in the IP examination to enhance their grade pay and career option which is not inconsonance with the natural justice. If the grade Pay of an IP is equivalent to Postmaster Grade-I, then nobody will opt for IP cadre, but the Postmaster Grade-I is designed as less than that of IP cadre.

The Postmaster Cadre officials are to be made eligible is sit in PS Group ‘B’ and IP examination if they desire so. This is not only to fulfill the career aspirations of young PM Grade officials, but at large beneficial to the department also. Recently CAT Chennai has ordered to publish the results of Postmaster cadre officials appeared in PS Group ‘B’ 2011 examinations.

4.       The financial, administrative and disciplinary powers of PM Grade are to be enhanced to the required level to conduct their offices in optimum. The delegation of powers to administer their offices is the need of the hour in the changed technological scenario and now the time has ripen.

5.       It is desirable on our part that the entire posts of Senior postmasters to be given to the Postmaster Grade officials. Even though Senior Postmaster is in the hierarchy of Postmaster Cadre, it is pitiable to note that no Postmaster Grade official is eligible to sit in the LDCE. The number of Senior Postmaster posts shall be increased and 50% may be apportioned for LDCE in which the PM cadre officials are made eligible to compete and the remaining 50% is to be for the promotions to PM Grade III officials.

6.       In the present trend and juncture, the role of Postmaster to lead a post office with multifarious tasks deserved them for enhanced pay scale counting their responsibilities and importance to pass the miles to come, their pay scales need a revision and it is expected to recommend such revision by the department to 7th CPC.

The problems and issue of the Postmaster cadre officials are not exhaustive but illustrative. The above main issues are long expected and it is requested to convene a meeting with the unions/JCM to once again present our case and arguments to the new Secretary (P) and grant justice to the Postmaster Cadre officials.

A line in reply is much awaited

FELICITATION TO OUR BELOVED GENERAL SECRETARY ALL INDIA POSTAL EMPLOYEES UNION GROUP ‘C’

FELICITATION TO OUR BELOVED GENERAL SECRETARY
ALL INDIA POSTAL EMPLOYEES UNION GROUP ‘C’

CHQ: Dada Ghosh Bhawan, 2151/1, New Patel Road, New Delhi - 110008
 

Ref: P/1-10/Misc.                                                               Dated – 17.07.2014

To

All CHQ Office Bearers/Circle Secretaries, AIPEU Group ‘C’
All Mahila Committee Members, AIPEU Group ‘C’
All General Secretaries, NFPE
All Office Bearers, NFPE
All Mahila Committee Members, NFPE

Dear Comrades,

As you are aware Com. M. Krishnan, General Secretary, AIPEU Group ‘C’ (CHQ) & Secretary General NFPE/Confederation will be retiring from service on 31.08.2014. CHQ & Andhra Pradesh Circle Union will be arranging a programme to felicitate our General Secretary during the CWC meeting to be held at Ongole from 22.08.2014 to 24.08.2014.

This is for your information.

Comrades yours,

(N. Subramanian)

Deputy General Secretary

CHQ WRITES TO DIRECTORATE regarding Transfer and placement committees at Regions

CHQ WRITES TO DIRECTORATE regarding Transfer and placement committees at Regions
ALL INDIA POSTAL EMPLOYEES UNION GROUP ‘C’

CHQ: Dada Ghosh Bhawan, 2151/1, New Patel Road, New Delhi - 110008
 

Ref: P/4-1/Transfers                                                        Dated – 11.07.2014

To

The Secretary
Department of Post
Dak Bhawan, New Delhi – 110001

Sir,

Sub: -  Transfer and placement committees for recommending transfers/Postings in DOP Non adoption of uniform procedure at Regional levels.

Ref: -   Directorate Memo No. 4-09/2011-SPG (Pt) dated 10.01.2014

A kind reference is invited on the above letter.

The transfer and placement Committees’ are prescribed vide above cited letter at Directorate, Circle and Regional levels to recommend the transfers/Postings of the officers/Officials needed to be approved by the concerned heads.

The role of such committee constituted at Regional levels is to recommend the transfer/Postings of the officers/officials which are required to be approved by the PMG including the proposals-received from divisions under the Region.

In para 3 of the above reference, it is stipulated “from now onwards transfer/Postings of all Group A, B & C staff in the Department of Posts will be done by the competent authority after considering the recommendations of the Transfer and Placement committees”.

Nowa days, in the wake of  Directorate’s above instructions many Regional offices are insisting to get recommendations of the Committee constituted at Regional level for all the transfers issued by the divisional head who is competent to order such transfer. In this process, there are some questions naturally arises.

1.      As there is no transfer/Postings Committee at Divisional level is prescribed, can the regional level committee consisting higher officers recommend the divisional head who is competent to grant transfer for Group ‘C’ staff.
2.      Being a competent authority, can the divisional head decide otherwise and how far it is possible.
3.      As the Group ‘C’ category is included, does it mean even a transfer for MTS/Postman is to be ordered by a sub-divisional head is liable for regional level committee’s recommendation.
Apart from above, if in any region, may be the post of Director either not in existence or vacant, then the transfer/posting committee by whom it heads.

It is requested to clear out the ambiguity prevailing in the regional/divisional level in respect of the role of the Transfer/Placement Committees of  regions in the matter of transfers of Group ‘C’ pertaining to divisions & sub divisions by issuing clarificatory instructions early.

7TH CPC COMMON MEMORANDUM AT A GLANCE

7TH CPC COMMON MEMORANDUM – AT A GLANCE
Highlights of the Memorandum submitted on issues common to all Central Government employees to Secretary 7th Pay Commission.

JCM NC has also submitted Interim Memorandum on interim relief and Merger of DA.

1.   Pay scales are calculated on the basis of pay drawn pay in pay band + GP + 100% DA by employees as on 01.01.2014.
2.   7th CPC report should be implemented w.e.f. 01-01-2014. In future five year wage revision.
3. Scrap New Pension Scheme and cover all employees under Old Pension and Family Pension Scheme.
4. JCM has proposed minimum wage for MTS (Skilled) Rs.26,000 p.m.
5. Ratio of minimum and maximum wage should be 1:8.
6. General formula for determination of pay scale based on minimum living wage demanded for MTS is pay in PB+GP x 3.7.
7. Annual rate of increment @ 5% of the pay.
8. Fixation of pay on promotion = 2 increments and difference of pay between present and promotional posts (minimum Rs.3000).
9. The pay structure demanded is as under:- (open ended pay scales – Total 14 pay scales)
      Existing Proposed (in Rs.)
     
PB-1, GP Rs. 1800
PB-1, GP Rs. 1900
26,000
PB-1, GP Rs. 2000
PB-1, GP Rs. 2400
33,000
PB-1, GP Rs. 2800
46,000
PB-2, GP Rs. 4200
PB-2, GP Rs. 4600
56,000
PB-2, GP Rs. 4800
74000
PB-2, GP Rs. 5400
78,000
PB-3, GP 5400
88000
PB-3, GP 6600
102000
PB-3, GP 7600
120000
PB-4, GP 8900
148000
P4-4, GP 10000
162000
HAG
193000
Apex Scale
213000
Cabinet Secretary
240000

9 (a) Wages and service conditions of Gramin Dak Sevaks is to be examined by 7th CPC itself.

10.Dearness Allowances on the basis of 12 monthly average of CPI, Payment on 1st Jan and 1st July every year.
11.Overtime Allowances on the basis of total Pay + DA + Full TA.
12 Liabilities of all Government dues of persons died in harness be waived.
13.Transfer Policy – Group `C and `D Staff should not be transferred. DoPT should issue clear cut guideline as per 5th CPC recommendation. Govt. should from a Transfer Policy in each department for transferring on mutual basis on promotion. Any order issued in violation of policy framed be cancelled by head of department on representation.
14. Transport Allowance -
     
X Classified City
Other Places
Rs. 7500 + DA
Rs. 3750 +DA

      The stipulation for TA that the Govt. employee should be on duty in his headquarters for certain number of days during the calendar month should be removed.
15.Deputation Allowance double the rates and should be paid 10% of the pay at same station and 20% of the pay at outside station.
16.Classification of the post should be executive and non-executive instead of present Group A,B.C.
17.Special Pay which was replaced with Special/Allowance by 4th CPC be bring back to curtail pay scales.
18.Scrap downsizing, outsourcing and contracting of govt. jobs.
19.Regularize all casual labour and count their entire service after first two year, as a regular service for pension and all other benefits. They should not be thrown out by engaging contractors workers.
20.The present MACPs Scheme be replaced by giving five promotion after completion of 8,15,21,26 and 30 year of service with benefits of stepping up of pay with junior and also hierarchical pay scales.
21.PLB being bilateral agreement, it should be out of 7th CPC perview.
22.Housing facility:-
(a) To achieve 70% houses in Delhi and 40% in all other towns to take lease accommodation and allot to the govt. employees.
(b) Land and building acquired by it department may be used for constructing houses for govt. employees.
23. House Building Allowance :-
(a) Simplify the procedure of HBA
(b) Entitle to purchase second and used houses
24. Common Category – Equal Pay for similar nature of work be provided.
25. Compassionate appointment – remove ceiling of 5% and give appointment within Three months.
26. Traveling Allowance:-

      Category
A1, A Class City
Other Cities
Executive
Rs. 5000 per day + DA
Rs. 3500 per day + DA
Non-Executive
Rs. 4000 per day + DA
Rs. 2500 per day + DA

27. Composite Transfer Grant: -
Executive Class 6000 kg by Goods Train/ Rate per km by road 8 Wheeler Wagon Rs.50+DA(Rs.1 per kg and single container per km)
Non-Executive Class 3000 kg – do – -do-
28.Children Education Allowance should be allowed up to Graduate, Post Graduate, and all Professional Courses. Allow any two children for Children Education Allowance.
29.Fixation of pay on promotion – two increments in feeder grade with minimum benefit of Rs.3000.
30.House Rent Allowance
X Class Cities 60%
Other Classified Cities 40%
      Unclassified Locations 20%
31.Compensatory City Allowance.
`X’ Class Cities `Y’ Class Cities
 A. Pay up to Rs.50,000 10% 5%
     B. Pay above Rs.50,000 6% minimum Rs 5000 3% minimum Rs.2500
32. Patient Care Allowance to all para-medical and staff working in hospitals.
33. All allowances to be increased by three times.
34. NE Region benefits – Payment of Special Duty Allowance @ 37.5% of pay.
35. Training: - Sufficient budget for in-service training.
36. Leave Entitlement
(i)    Increase Casual Leave 08 to 12 days & 10 days to 15 days.
(ii)   Declare May Day as National Holiday
(iii) In case of Hospital Leave, remove the ceiling of maximum 24 months leave and 120 days full payment and remaining half payment.
(iv)  Allow accumulation of 400 days Earned Leave
(v)  Allow encashment of 50% leave while in service at the credit after 20 years Qualifying Service.
(vi) National Holiday Allowance (NHA) – Minimum one day salary and eligibility criteria to be removed for all Non Executive Staff.
(vii) Permit encashment of Half Pay Leave.
(viii)Increase Maternity Leave to 240 days to female employees & increase 30 days Paternity Leave to male employees.
37. LTC
(a) Permission to travel by air within and outside the NE Region.
(b) To increase the periodicity once in a two year.
(c) One visit outside country in a lifetime

38. Income Tax:
(i)   Allow 30% standard deduction to salaried employees.
(ii) Exempt all allowances.
(iii) Raise the ceiling limit as under:
(a) General – 2 Lakh to 5 Lakh
(b) Sr. Citizen – 2.5 Lakh to 7 Lakh
(c) Sr. Citizen above 80 years of age – 5 Lakh to 10 Lakh
      (iv) No Income Tax on pension and family pension and Dearness Relief.

39. (a) Effective grievance handling machinery for all non-executive staff.
(b) Spot settlement
(c) Maintain schedule of three meetings in a year
(d) Department Council be revived at all levels
(e) Arbitration Award be implemented within six month, if not be discussed with Staff Side before rejection for finding out some modified form of agreement.
40. Appoint Arbitrator for shorting all pending anomalies of the 6th CPC.
41.Date of Increment – 1st January and 1st July every year. In case of employees retiring on 31st December and 30th June, they should be given one increment on last day of service, i.e. 31st December and 30th June, and their retirements benefits should be calculated by adding the same.
42.General Insurance: Active Insurance Scheme covering risk upto Rs. 7,50,000/- to Non Executive & Rs. 3,50,000/- to Skilled staff by monthly contribution of Rs. 750/- & Rs. 350/- respectively.
43. Point to point fixation of pay.
44. Extra benefits to Women employees (i) 30% reservation for women.
(ii)   Posting of husband and wife at same station.
(iii) One month special rest for chronic disease
(iv) Conversion of Child Care Leave into Family Care Leave
(v)   Flexi time
45. Gratuity:
Existing ceiling of 16 ½ months be removed and Gratuity be paid @ half month salary for every year of qualifying service.
Remove ceiling limit of Rs.10 Lakh for Gratuity.
46. Pension:
(i)      Pension @ 67% of Last Pay Drawn (LPD) instead of 50% presently.
(ii)     Pension after 10 years of qualifying service in case of resignation.
(iii)    Increase pension age-based as under:
65 Years – 70% of Las Pay Drawn (LPD)
70 Years – 75% of LPD
75 Years – 80% of LPD
80 Years – 85% of LPD
85 Years – 90% of LPD
90 Years – 100% of LPD
(iv)    Parity of pension to retirees before 1.1.2006.
(v)     Enhanced family pension should be same in case of death in harness and normal death.
(vi)    After 10 years, family pension should be 50% of LPD.
(vii)   Family pension to son upto the age of 28 years looking to the recruitment age.
(viii) Fixed Medical Allowance (FMA) @ Rs.2500/- per month.
(ix)    Extend medical facilities to parents also.
(x)     HRA to pensioners.
(xi)    Improvement in ex-gratia pension to CPF/SRPF retirees up to 1/3rd of full pension.

NB:   The above is only gist. All points raised by us not included. For understanding the entire demands raised by us, Please read the full memorandum published in our website

M Krishnan
Sec. Genl
Aipeup Group C

JCA Meeting

JCA MEETING

TO ALL GENERAL SECRETARIES NFPE / FNPO:

          AN IMPORTANT MEETING OF THE CENTRAL JCA WILL BE HELD ON 28TH JULY 2014 MONDAY AT 2 PM AT NFPE OFFICE NEW DELHI TO CHALK OUT AGITATIONAL PROGRAMS ON PENDING DEMANDS. ALL GENERAL SECRETARIES ARE REQUESTED TO ATTEND THE MEETING IN TIME.

M. KRISHNAN & D THEAGARAJAN,
SECRETARY GENERALS NFPE & FNPO

PLI ROLLOUT & CREATION OF CPCs at HPO LEVEL-- WORKSHOP at PLI DIRECTORATE ON 17.07.2014

NFPE CO-ORDINATION COMMITTEE UP CIRCLE DECIDES TO ORGANIZE NFPE DIAMOND JUBILEE CELEBRATION, NFPE CONVENTION AND SEMINAR ON “FUTURE OF INDIA POST IN THE ERA OF GLOBALIZATION” ON 27th & 28th SEPTEMBER AT MATHURA (UP)

     VENUE – SHREEJI BAWA ASHRAM, BHUTESHWAR,         
  (NEAR SRI KRISHNA JANMSTHAN) MATHURA-281 001(UP)

PLI- To become the first choice insurer in India.

PLI- To become the first choice insurer in India.

e-Postal Life Insurance. Some of the key process changes that will take place are mentioned below:

 Every Head Office will have an attached Circle Processing Center. (CPCs) wherein all types of functions relating to servicing of policies will take place. Around 809 Central Processing Centers (CPCs) would be set up.· Policy service requests can now be submitted through multiple channels like online, Post Office, CPCs and customer call center ·

 Any type of customer related query can be resolved by calling at the call center · Hand held device will be an interaction channel for customers for transactions such as payment of premiums, query, grievance, policy service request, request for an agent etc.· Introduction of a system which will help in managing all the agents like disbursement of their commissions, performance tracking etc. · Introduction of a system which will help in identifying potential customers. ·

 Provide Insurance cover to large rural population, while minimizing the cost of operations· Enhanced quality of service being offered to the customers · Develop a fully integrated life insurance platform to enable efficient and cost effective service to existing and new customers · Become the first choice insurer for all the eligible customers in the country · PLI/RPLI implementation seeks to meet the following objectives: 
PLI/RPLI will provide the following benefits:  Enable DoP employees to do all work relating to PLI/ RPLI like ‐issue of ·policy documents, collection of premium, disbursement of loan, payment of  Provide robust data driven decision making, as MIS can be extracted from anywhere· Process streamlining and faster application processing will increase efficiency in operations. ·claims etc. through one integrated software. 

· Employees satisfaction due to simpler and automated processes · Better manpower utilization. · Automated claims management and renewal notices · Better customer service / Lesser grievance.

Circle wise number of Post Offices and Opening of New Post Office

Circle wise number of Post Offices and Opening of New Post Office

MINISTRY OF COMMUNICATIONS AND INFORMATION TECHNOLOGY
GOVERNMENT OF INDIA
LOK SABHA

UNSTARRED QUESTION NO 30
ANSWERED ON 07.07.2014
OPENING OF POST OFFICES
30 . Shri NALIN KUMAR KATEEL
Will the Minister of COMMUNICATIONS AND INFORMATION TECHNOLOGY be pleased to state:-

(a) the number of post offices in the rural and urban areas in the country, Circle/ Category-wise; 

(b) the number of post offices proposed to be opened in the country during the current year; 

(c) the number of post offices closed during the last three years and the current year along with the reasons therefor; 

(d) whether the Government has any proposal to operate Railway Passenger Reservation through post offices in the country; and 

(e) if so, the details thereof and the action taken by the Government in this regard?

ANSWER

THE MINISTER OF COMMUNICATIONS AND INFORMATION TECHNOLOGY & LAW AND JUSTICE (SHRI RAVI SHANKAR PRASAD) 
(a) Circle-wise number of Post Offices in rural and urban areas in the country (as on 31.3.2014) is at Annexure-I. 

(b) Circle-wise number of Post Offices proposed to be opened by redeployment & relocation in the country during the current financial year is at Annexure-II. 

(c) Circle-wise number of Post Offices closed during 2011-12, 2012-13, 2013-14 & 2014-15 is at Annexure-III. Post Offices were closed down as a result of merger on need to vacate rented premises and relocation of post offices resulting from rationalization to cater to new habitations. 

(d) & (e) The Department of Posts has been providing Railway Passenger Reservation (booking/ cancellation) facility through Post Offices in association with Ministry of Railways since 2007. As on December, 2013 this service is being offered through 281 Post Offices.

LOK SABHA ANNEXURED UNSTARRED QUESTION NO. 30 DATED 7.07.2014 
Annexure-I

Circle-wise number of Post Offices in  Rural and Urban areas in  the country (as on 31.3.2014)

Sl. No.
Name of the Circles
No. of Post Offices in Rural area
No. of Post Offices in Urban area
1
Andhra Pradesh
14815
1335
2
Assam
3642
372
3
Bihar
8591
473
4
Chhattisgarh
2878
266
5
Delhi
83
478
6
Gujarat
8193
788
7
Haryana
2329
344
8
Himachal Pradesh
2662
118
9
Jammu & Kashmir
1502
197
10
Jharkhand
2829
270
11
Karnataka
8607
1072
12
Kerala
4209
858
13
Madhya Pradesh
7476
842
14
Maharashtra
11559
1297
15
North East
2686
228
16
Odisha
7570
596
17
Punjab
3408
445
18
Rajasthan
9668
662
19
Tamil Nadu
10265
1801
20
Uttar Pradesh
15747
1933
21
Uttarakhand
2508
214
22
West Bengal
7955
1111
Total
139182
15700

Annexure-II
Circle-wise number of Post Offices proposed to be opened by redeployment & relocation  in the country during the current financial year 2014-15

Sl. No.
Name of the Circles
No. of Post Offices
1
Andhra Pradesh
11
2
Assam
8
3
Bihar
5
4
Chhattisgarh
9
5
Delhi
4
6
Gujarat
8
7
Haryana
8
8
Himachal Pradesh
6
9
Jammu & Kashmir
4
10
Jharkhand
8
11
Karnataka
8
12
Kerala
2
13
Madhya Pradesh
10
14
Maharashtra
9
15
North East
9
16
Odisha
8
17
Punjab
7
18
Rajasthan
8
19
Tamil Nadu
8
20
Uttar Pradesh
11
21
Uttarakhand
4
22
West Bengal
5
Total
160

Annexure-III
Circle-wise number of  Post Offices closed during   2011-12 , 2012-13,  2013-14 & 2014-15

Sl. No.
Name of the Circles
2011-12
2012-13
2013-14
     2014-15
(Upto 30.06.2014)
1
Andhra Pradesh
0
0
0
0
2
Assam
2
0
2
0
3
Bihar
0
0
0
0
4
Chhattisgarh
0
0
0
0
5
Delhi
0
0
0
0
6
Gujarat
1
1
1
0
7
Haryana
1
4
4
0
8
Himachal Pradesh
0
0
0
0
9
Jammu & Kashmir
1
0
0
0
10
Jharkhand
0
0
0
0
11
Karnataka
67
16
0
0
12
Kerala
7
10
2
0
13
Madhya Pradesh
0
0
0
0
14
Maharashtra
0
0
0
0
15
North East
5
3
4
0
16
Odisha
0
0
2
0
17
Punjab
7
0
0
0
18
Rajasthan
0
0
0
0
19
Tamil Nadu
1
0
0
0
20
Uttar Pradesh
0
1
8
0
21
Uttarakhand
0
0
0
0
22
West Bengal

Some excerpts from Union Budget 2014-15 related to POST OFFICE

Kissan Vikas Patra

27.
Kissan Vikas Patra (KVP) was a very popular instrument among small savers. I plan to reintroduce the instrument to encourage people, who may have banked and unbanked savings to invest in this instrument. 

Small Savings
136.
To address the concerns of decline in savings rate and improving returns for small savers, I propose to revitalize small savings.

137.
My Government attaches utmost importance to the welfare of Girl Child. A special small savings instrument to cater to the requirements of educating and marriage of the Girl Child will be introduced. A National Savings Certificate with insurance cover will also be launched to provide additional benefits for the small saver.

138.
In the PPF Scheme, annual ceiling will be enhanced to Rs 1.5 lakh p.a. From Rs 1 lakh at present.

Postal Services beat revenue target third year in a row

NEW DELHI: Postal Services in the country has beaten its revenue target three 

years in a row, exceeding the target by 9.5 per cent in fiscal 2013-14,

 Parliament was informed today.The government had set a revenue target of Rs 

7,522.02 crore for the Postal Services in 2011-12, while the Department

registered revenue of Rs 7,899.40 crore.

"The revenue generation of Postal Services is increasing every year and the targets for each coming year are raised by the Government," Minister of Communications and IT Ravi Shankar Prasad today said in a written reply to the Lok Sabha.
In the year 2012-13, the revenue stood at Rs 9,366.50 crore against a target of Rs 8,762.75 crore, he added.
In 2013-14, the revenue stood at Rs 10,720.94 crore as against the target of Rs 9,787.52 crore, he said.
Responding to a separate query, the Minister said 1,735 post offices were modernised under Project Arrowagainst the target of 1,759 post offices during the 11th Plan.
"During the 12th Plan, 2,500 post offices are proposed to be modernised under Project Arrow with an outlay of Rs 284 crore," Prasad said.
During the first two years of the 12th Plan, 880 post offices have been modernised and so far, 2,615 post offices have been modernised under the 11th and 12th Plan, he added

NATIONAL FEDERATION OF POSTAL EMPLOYEES
CENTRAL HEADQUARTERS
1ST FLOOR, NORTH AVENUE POST OFFICE BUILDING, NEW DELHI-110 001.

Circular dated 04-07-2014
              MAKE THE STRUGGLE PROGRAMME OF AIPEUGDS (NFPE) A GRAND SUCCESS.  EXTEND FULL COOPERATION AND SOLIDARITY.  MAKE IT A JOINT PROGRAMME OF ALL  NFPE UNIONS AT ALL LEVELS.
              The CHQ of AIPEU-GDS (NFPE) has decided to organise phased agitational programmes at All India/Circle/Divisional level.  Details of the programme are furnished below.  NFPE (CHQ) requests all the affiliates to make the programme a grand success at All India/Circle/Divisional level.  Please extend full support to the cause of GDS.
AIPEU-GDS (NFPE) STRUGGLE PROGRAMME:
              For Departmentalisation of BOS, grant of Civil Servant status to GDS, inclusion of GDS in 7th CPC and Scrap GDS (Conduct & Engagement) Rules, 2011.
1st Phase   :    Submission of mass memorandum to Hon’ble Prime Minister of India and Communications Minister.
2nd Phase  :    One day dharna in front of all Divisional offices on 16-07-2014.
3rd Phase  :    One day Dharna in front of all Regional/Circle Offices on                                 05-08-2014.
4th Phase  :    Five days relay hunger fast in front of all Circle Offices from 15th to 19th September, 2014.
5th Phase  :    Massive Parliament March with thousands of GDS from all over India in October/November 2014 when the Parliament sessions are going on.  Date will be announced later.
              Further phase of Trade Union action including indefinite strike will be decided later jointly with NFPE & AIPEU GDS (NFPE).
                                                                          Yours fraternally,
                                                                             M. Krishnan,
                                                                    Secretary General, NFPE

Message of Secretary (Posts) for the staff and officers of the Department over the IT Project.

Dear colleagues,

It gives me immense pleasure to update you about the ambitious IT Modernization project of the Department of Posts. As you know, with this project we have embarked upon a transformational journey. I take this opportunity to congratulate and thank each one of you for your dedication and hard work to bring about this historic transformation.

At this point in time, we have already networked close to 23,000 locations, making our the largest WAN in the country. Implementation of our Core Banking System and PLI solutions have attained a critical mass, which will enable us to undertake performance testing & certification before further roll outs. Core SI solutions relating to Mail Operations, Human Resources and F&A are in the UAT stage; and we are nearing identification of a vendor for the Rural Hardware program to support the modernization of our rural post offices.

Implementation of the CBS and Core-PLI solutions has been gradual by design so that we can pinpoint errors/ defects in the solutions and address them appropriately, before graduating to an exponential roll-out phase. As expected, officers and staff are facing some challenges during the initial implementation phase. While we continue to strengthen the solutions based on these valuable experiences, the extra mile that you all have traversed in order to manage these challenges is commendable.

As the implementation gathers steam, I would request each one of you to keep up the energy & commitment you have demonstrated so far. We will make sure that the required technical and administrative support for success is made available.

The primary objective of the IT modernization project has been to enhance customer, satisfaction through better service delivery. The project will enhance the Post Offices capabilities, and enable it to deliver more efficient services, and more add-on services & products. Hon’ble Prime Minister of India has also urged the Department to fast-track the IT-modernization project and improve the quality of service. Thus, being sensitive and responsive to the customer is the need of the hour.

You will agree that it is a matter of great pride for each one of us to be associated with this huge transformational project. We must now work hand in hand to make this historical transformation happen quickly.

Together we can, and we will do it!!

Kavery Banerjee
Secretary (Posts

EDITORIAL - BHARTIYA POST - JULY 2014 PENDING DEMANDS AND NEW GOVERNMENT EDITORIAL - BHARTIYA POST - JULY 2014 PENDING DEMANDS AND NEW GOVERNMENT

EDITORIAL - BHARTIYA POST - JULY 2014 PENDING DEMANDS AND NEW GOVERNMENT
EDITORIAL - BHARTIYA POST - JULY 2014
PENDING DEMANDS AND NEW GOVERNMENT
               New Central Government under the leadership of Hon’ble Prime Minister Shri. Narendra Modi has taken charge with a clear majority in the Lok Sabha election.  People of the country and the Central Government employees who suffered a lot under the UPA Government, have voted for a change.  Now it is the turn of NDA Government.  Coming days will prove whether the selection made by the voters is correct or not.
               Central Government employees have to take a cautious approach towards the new Government.  As the new Government has just taken over charge and expectations are very high, jumping into any sudden conclusion may not be correct on our part.  We have to give reasonable time to the new government to make its stand clear on the issues agitating the minds of the Central Government employees.  Let us hope that our past experience in the 2000 December 14 days Postal strike when the NDA Government was in power, the support extended by the party leading NDA to the UPA Government for introducing and passing the PFRDA Bill in Parliament, the infamous downsizing order of 2001 issued by the NDA Government which paved way for abolition of thousands of vacant posts in Central Government Departments and refusal to concede any of the main demands of Gramin Dak Sevaks will not be repeated by the new Government.
               The maiden budget of the new Government to be presented in Parliament in July 2014 may give us an idea on the thinking of the Government and also the attitude of the Government towards the problems faced by the common people and the Central Government employees.  Confederation of Central Government Employees and Workers has placed our demands before the new Government.  JCM National Council staff side has also written to the Finance Minister and Cabinet Secretary.  Our demands are not new.  Demands raised before the UPA Government are again placed before the NDA Government.
               While constituting 7th Central Pay Commission the UPA Government has refused to include the main demands of the Central Government employees in the terms of reference viz: (1) Grant of merger of DA (2) Grant of interim relief and (3) inclusion of Gramin Dak Sevaks under the purview of 7th CPC.  Confederation has conducted 48 hours strike in February 2014, just before the General Election is declared, demanding settlement of the 15 points charter of demands which includes the above three main demands also.  As General Election was declared we could not move further.  Central Government employees expect that the new Government will consider positively, the demands raised in the 48 hours strike.
               If the new Government also take the same stand as that of previous UPA Government and refuse to concede our genuine demands, the Central Government employees will be forced to tread the path of struggle again.  Before embarking upon such a struggle, our prime duty is to build up largest unity among all sections of the Central Government employees.  Confederation is making all out effort in this direction especially to build up total unity among JCM staff side organisations.  We are even ready to make certain compromises for the sake of unity.
               We have to give enough time to the new Government and we are ready to wait.  But we cannot wait indefinitely.  7th CPC has already commenced its work and has fixed target dates for submission of memorandums by Federations and Unions/Associations.  Chairman, 7th CPC, has also made it clear that unless the Government refer the issues of DA merger, Interim relief and GDS issues to the Commission, it will not consider these issues.  Hence the ball is now in the Government’s court.  Let us see how the things move.  Let us also be ready to face any situation.

Incalculable miseries and untold suffering to the operative staff in CBS rolled out offices – Immediate remedial and rescue operations sought for – reg.

Incalculable miseries and untold suffering to the operative staff in CBS rolled out offices – Immediate remedial and rescue operations sought for – reg.
To

Ms Kaveri Banerjee
Secretary
Department of Posts
Dak Bhawan, New Delhi – 110001

Madam,

Sub: -  Incalculable miseries and untold suffering to the operative staff in CBS rolled out offices – Immediate remedial and rescue operations sought for – reg.

At the outset, we appreciate the efforts leads to technological advancements and extend our fullest cooperation in the journey to reach the desired goals of implementing innovative customer centric services and operational efficiency enhancement by inducting state of art technology.

But to our dismay, the CBS migrated offices are now facing incalculable miseries and untold sufferings due to lack of adequate network capabilities and software support of the vendors. The following are the issues to be set right in war foot manner at the initial stage itself otherwise leads to garboil and distress among the stake holders especially among the working staff.

1)      Insufficient bandwidth Network:
            Providing of strong and stable network is base of successful implementation of India Post project.   Now almost all HOs have been given 2 MBPS bandwidth line, LSG SOs 512 KBPS line and B and C class offices have been given 256 KBPS line. If ‘India Post Project-2012’ is fully implemented, all the work of Post Offices will depend on these network. Present bandwidth speed is very less and due to low bandwidth, Finacle page is either not opening and  some time opening very slowly.   Due to this PO staff are forced to work up to night 10 pm many days. In many occasions in every CBS migrated office, the ‘Login’ is inconsistent and for each transaction “Login” is forced.

If CSI and PLI are migrated and placed on this network the situation may further worsen. Hence we request to provide at least 4 MB bandwidth line to HOs, 2 MB bandwidth line to LSG SOs and 1 MB bandwidth line to B and C class offices.

2) Failure of Sify:
            In India Post Project 2012, NI Vender is Sify. On observation of quality and quantity of service being provided by them it is very much proved that  M/S Sify is incapable to give service to this  big department.  They do not have sufficient skilled manpower and it seems that they are not intending to give good quality service also.   At initial stage itself they have not made proper survey of all offices.  Before installing and commissioning they were very keen on taking installation report from concerned Postmasters/Sub Postmasters. 

            It is told that, as per MOU, all offices should be provided with NSP-1 and NSP-2 lines.  In almost all offices, NSP-1 is BSNL line and NSP-2 is either Sify line or Airtel datacard.   It is observed that in many offices they have installed Airtel datacard ,where as  Airtel signal is  not available at that place.

            It is also observed that M/S Sify is not recharging Airtel datacard  installed.  Instead they are recharging on receipt of complaint from concerned offices.  By doing this they are deviating from MOU and leaving the staff in the field in distress.

3) Finacle Problem:
            If we come to Finacle part, it is another tragedy.   Initially it was boosted that Finacle is fully foolproof software and successfully implemented in many banks.  We could not understand why Infosys is not utilizing experience gained in banks and  implementing  here.  There are so many bugs in the software and  more surprisingly  even after lapse of 6 months of implementation, nothing is changed.   All the issues raised at the time of January-2014 is still not resolved.  Moreover Finacle server becomes inaccessible many time in peak business hours or responds very slow. It is a naked truth that we are losing clientle and distancing from the customers only due to faulty service of vendors.

4) Lack of Guidance:
            No separate rulings are received to suit Finacle Environment. No authorities are giving authoritative guidance on many issues. 
For example
§  Role of SOSB in HO after implementation of Finacle at SOs,
§  Role of SBCO at HO
§  Fate of manual records on transfer accounts from one Finacle office to other etc.

5) Supply of Printers and Computers:
            At initial stage  new Computers and printers are supplied to pilot offices.  Rest of the offices are having   more than 5 year old  Computers and Printers  which are not suitable to present scenario.  Administration is pressing  hard to migrate offices without supplying required hardware. The old computers and peripherals either to be revamped or replaced to make it compatiable to the present environment.

6) Problem of User credentials:
            One each User credential is given to  trained staff.  But it is not clearly told what action to be taken while SPM/PA goes on leave especially in B class offices.   As sharing of  user credential is very  risky and dangerous, alternative arrangement  should be made immediately.

7) Due to slow network and frequent failure of server customers of the department are frustrated and moving out the department and needed immediate attention.

8. You may aware that we are struggling with outdated Computers and peripherals, which were purchased during the year 2000 to 2005 and immediate supply of needy new hardware to ensure the technological transformation in and effective manner.

9. Even proper up gradation of CPU is not made in many areas and the Software loaded is upto Windows XP in most of the offices. Presently it is a fact that windows XP is not supported by the Microsoft with updates.

10. Finacle can be better loaded with Windows 7 and hence the officers at ground level are pressurized to use pirated version of Windows 7, which may lead to litigation with Microsoft apart from non supporting with updates.

11. The MOU made with M/s Sify, for net work integration is limiting to low bandwidth such as 256 Kbps to 512 Kbps in many areas, serving with 1 server and 4 to 5 nodes, resulting in sluggish connectivity and takes hours together to transform the data. This results in hang over and the transactions could not be able to be made at the instant, as the Department expects, It requires atleast 2 to 4 Mbps and M/s Sify refused to increase the bandwidth now.

12. Further in the Data Centre, it requires to the level of 400 Mbps on the Network to receive the Data transmitted at a time from all the 680 offices but Sify is learnt to be provided with a minimum of 200 Mbps capacity. This affects the receipt of data from the end users at a time and take hours to complete the process. Further expansion is required when there is further migration.

13. The area of occupation in the main server at Mumbai maintained by M/S Reliance Ltd. is also not sufficient, which results in sluggish transmission of data from the entire 680 offices at present, at a time and even the validation cannot be made before 8:00 PM or 10:00 PM on all the days.

14. End of day process cannot be made even on daily basis and the staff have to wait for the nod from the Infosys even after midnights on several days and at times it can be made on the next day morning. Even the women employees are compelled to complete the EOD process in midnights and their husbands or wards waiting till midnights to take them to home.

15. Even the Help desk provided is not answering and the end users are taken to task and receiving brick bats from the irate public.

16. This results in closing of accounts in large numbers that too, can be made not on the date of presentation but after few days and our Department looses large chunk of customers, because of the miscalculations, wrong estimations and over ambitious activities and inadequate technological support.

17. Even the first and prestigious ATM of our Department unveiled by the ex Finance Minister Sri. P. Chidambaram at T. Nagar HO is not functioning from the date of installation and only 10 ATM cards are supplied on the first instant, that too only to the staff and some friendly users of T. Nagar HPO. But the ATM is provided with 24x7 A/C and a paid Guard, making huge loss to the Department and receiving severe criticism from the Print media.

18. The women employees should be relieved from this area of operation, till the situation improves, in order to avoid late night stays at offices inviting gender problems and unsafe returns to their home at midnights.

19. Further, adequate hardware and infrastructure should be given immediately to the CBS migrated offices with sufficient man power and proper remuneration for the extended hours, the staffs re serving.

20. In spite of all above cited problems the Postal staff is being worked on finacle software as matter of challenge and trying to give best services to the customers. In spite of all efforts the customers are not satisfying/delighting which hampers the reputation of the department. No PO which is upgraded with finacle are being closed before 8 PM every day. We are ready to work hard provided, solution for above problems are to be solved.

It is requested to sort out all the issues arising out of the CBS Migration and all the vendors need to be instructed to provide all the technological support as required by the field staff. As this is the pilot and sorting stage, if we failed to pull up the vendors to the level of expectation and necessity, later full implementation, restoration may be difficult with this vendor support.

It is further requested to spare some time and provide opportunity to present and brief our case in person for the welfare of our department staff and the clientle. Your immediate intervention as if house on fire is requested.

Core Banking Solution

Core Banking Solution (CBS) is a network of post offices, which enables customers to operate their accounts and avail account related services from any post office. It replaces the existing sanchay post. The difference between sanchay and CBS is very simple. Sanchay Post is a LAN (Local Area Network) based application . CBS on the other hand is a centralized application
with internet base.
          MPKBY agents canvas customers and procure RD business. At present agents are preparing bulk lists either manually or through RD Customer package provided by DOP.
              As Finacle CBS is implemented in DOP, MPKBY/PRSS agents need to prepare bulk list through Web Portal https://dopagent.indiapost.gov.in by using the user name and password. Every MPKBY/PRSS agent will be provided with user name and password.
             Once the agent logons to web portal, all the accounts linked to the particular agent will be displayed. Agents can select multiple accounts by clicking the check box. Search option is also available for selecting the account number with fetch option. Once the accounts are selected, system navigates to the next screen. After completion of the selection, the agent has to select SAVE. The saved accounts will be appeared on the screen.
               In Cash Mode, if there is no rebate payment or partial default payment, the agent can click on “Pay all saved installments”.
            If there are default installments, Default fee, if any, will be displayed against the particular account. Suppose if there are three months default, default fee for the 1st defaulted month alone will be displayed.
            After selecting the accounts, we have to mention the no of total installments (to know default fee or rebate, click the option ‘get rebate & default fee’) and SAVE the same. After clicking on ‘pay all saved installments’, a reference number like C123 will be generated.
               Agents can take required number of print outs from the “Reports” menu by entering the “Reference Number”. The file can be downloaded either as “PDF” or “XLS”also.
             While adjusting to any changed new scenario, generally we feel nervous. It is quiet natural. At the same time we have to understand that change is inevitable. Our ancestors already proved that Wonders and impossible things are possible because of only two things. They are interest and changing of mindset.
Frequently Asked Questions
1.       What is the maximum and minimum number of accounts in the schedule?
Fifty is the maximum and   minimum is one account.
2.       What is the maximum amount of the schedule?
Maximum amount is Ten thousand. And there is no maximum limit for the cheque accounts ie deposits made, through cheques, issued by the customers.
3.       Can the agent give the schedules beyond ten thousand; say 10050- by foregoing the commission for the excess amount?
NO.  Exact ten thousand should be observed.
4.       Is there any restriction in the submission of number of schedules?
No. Any number of schedules may be given in the day. However each schedule should not be beyond ten thousand.
5.       Is it compulsory to get cheques for each deposit?
Yes. However, the agent can accept one cheque for all deposits of the same depositor.
6.       Can the agent mingle the cash and cheque accounts in one schedule?
NO.
7.       What about new accounts in the schedule?
New accounts, RD Loan, Repayment of RD Loan should be presented separately.
8.       Can the depositor pay the RD installment directly, even though he paid the previous installment through agent?
Yes.  Any account can be accepted in the finacle by delinking or linking from the agent by obtaining a letter from the depositor.
9.       Will the posting be done automatically, by just generating the list itself?
No. the posting will be completed only after upgrading the schedule at post office by using the agent ID and reference number.
10.    Can the agent modify or delete the generated list?
Yes.
11.   Is it compulsory to present the generated list to the post office   on the same day itself?
No. Generated schedules   may be submitted to the Post office on any day, but before           the default date.
12.   What is the care, to be taken about password?
The password will be blocked after entering the wrong pass word for ten times. It will be released only by the data migration command centre (DMCC) by raising a request. The password should also be changed with regular intervals of 180 days for security measures.
13.     How can the agent confirm himself about the upgrading of the schedule?
 He can confirm the upgrading by checking the ledger entries of the account in the net portal.
14.   Can the agent take print outs of the previous schedules?
Yes. The agent can take the printouts in the reports menu by entering the reference id of the schedule.
15.   How can the software calculate the rebate on the deposits of the same account, which appears in the two generated lists?
The rebate will be changed by updating the second list and total eligible rebate will be given in the second list itself.
16.   What is the default calculation of the RD accounts?
For this purpose the accounts were segregated two types ie the accounts opened between first and fifteenth   of the month and between 16th and last day of the month. The deposits made beyond the concerned period will be paid with penalty.
17.   Is there any TDS exemption for the schedules of Rs. 5000- & below?
Yes.
18.   At present schedules, for which agency period is expired, are also being allowed on the basis of collector letter which confirms the extension is under process. Is there the facility in finacle?
NO. Transactions could not be performed by Agents on expiry of Agent License.
19.   Is the PAN card compulsory for opening of SB accounts for agents? Can the agent be allowed with other proof in the place of PAN?
PAN Card is compulsory.  No other proof is allowed.
20.   Is there any change in the present default fee?
Yes. In the finacle software, the default fee for RD account is one rupee for Rs. 100-Dn.
21.   What is the meaning of the term OLD ACCOUNT NUMBER IS NOT ALLOWNED IN CHEQUES?
A new ten digit number, introduced in the place of old account number,
should only be used on the cheques.
22.   Is the assals number compulsory in operating the schedule?
No.  The assals number is not compulsory.
23.    How can we see the ledger entries of the account
General details will be  appeared on the display screen. However full details of the account may be found by clicking on the account number.
24.   What is the difference between DSA ID and user id?
Both are same.
25.   What is the meaning of pending, success, failure in generating schedules?
They say the status of the generation of the schedule. However after successful generation of the schedule only, the reference number will
be allotted.
26.   What about the commission?
The commission, eligible, will automatically be credited in the SB account of the agent. Hence the Commission should not be deducted from the total amount of the schedules.
27.   Finacle does not allow new accounts in the routine schedules for the first time. Does it mean that the agent will forego the commission for the first month?
No. The commission, for the new accounts also, will automatically be credited into the agent’s SB account.

The need for core banking for Post Office Savings Bank (POSB)

The need for core banking for Post Office Savings Bank (POSB) arises out of many reasons:
1. Cost of operations: The cost of operations in core banking is less than those of the present system. The remuneration we get from the Ministry of Finance for Post Office Savings Bank  work is based on an average of five transactions per account per year. If we take out the back office work, this would mean that we spend roughly Rs. 30 per transaction. (Surprisingly, banks’ counter transaction costs are around Rs. 45-50 per transaction.[3] Are our costs hidden? Is it because of our low-cost GDS model? Is it due to economies of scope? We do not know.) On the other hand, the transaction cost of withdrawal from an ATM is Rs. 15-18. For net banking, the cost is Rs. 4 per transaction.[4] With the advent of core banking, the unique duplicating process in post offices from BO to SO to HO suddenly appears to be an operational nightmare. A process that has led to the creation of SOSBs seems out of place and time, when compared to the centralised process of core banking.
2. Anti–money laundering (AML) norms: It is easy to comply with anti–money laundering norms through core banking. The AML norms require the post office to detect when a customer has opened multiple accounts. This is not possible in Sanchay Post, the current software that is used for POSB operations. Moreover, unless we comply effectively with the KYC norms, we will not be able to issue debit cards to our customers, as effective compliance to KYC is a precondition for participating in an inter-operable payment network that facilitates withdrawing money from any ATM or transact from any point-of-sale (POS) machine in shops.
3. Erosion of competitive advantage of POSBs in rural areas: The business correspondent (BC) model and the UIDAI authentication through Aadhaar may make the presence of POSBs in rural areas irrelevant. The BC model is a direct threat to our GDS model. The problems of  principal – agent and information asymmetry that the banks suffered in the BC (agent) model is eliminated by the use of Aadhaar. Today the bank knows instantly that the money that is withdrawn through its BCs (agent)  is done so by the account holders—through UIDAI authentication—and not by the BCs themselves. The loosely structured BC model seems effective through the use of technology. The BC model seems to be as good as our GDS model. The information asymmetry that has helped POSB maintain a competitive advantage over banks is in the process of being eroded. Suddenly, the Postmaster’s knowledge of the neighbourhood becomes irrelevant. Aadhaar has replaced the local knowledge of the Postmaster helping the bank identify the account holders. Aadhaar also makes the customers, particularly in villages, less vulnerable to local power structures, and lowers the risk of being exploited by BCs.[5] This, along with the advantage of quicker MIS in core banking and the facility to integrate with NEFT (National Electronic Fund Transfer), has made the state governments and central government increasingly choose banks, rather than POSB, for benefit transfers. And yet there is still hope for POSB, as the BC model has not progressed well; it suffers from other problems, including that of lower remuneration paid to agents.
4. Changing customer preferences: The number of debit cards has grown from 5 crore in 2005 to around 29 crore today.[6] This is an increase of nearly 6 times in a span of 7 years. In India Post, we constantly talk about retaining our existing customers; what about those customers who have never visited a POSB in the last decade? Those 29 crore debit card holders have the option to transact in 7 lakh outlets (1 lakh ATMs and 6 lakh POS machines in shops) and in e-commerce portals—so why should they come to the post office?
Core Banking Project
The core banking project is part of the IT project, 2012 that aims to bring in various IT solutions with the required IT infrastructure to the post offices. India Post plans to implement core banking in all departmental post offices (around 25,000) by 2014. The 1.3 lakh branch offices will also be covered by deploying the CBS (Core Banking Solution) mobile application in hand-held devices that are to be supplied to these offices. The only difference is that these branch post offices will initially start working in an off-line mode and depending on availability of network connectivity, will move to an online mode.  120 post offices in six circles (Assam, Karnataka, Maharashtra, Rajasthan, Karnataka, Tamilnadu and Uttar Pradesh) have been identified for rolling out the pilot.  ATMs are to be installed in all Head Offices and in around 200 MDGs/SOs. India Post has already signed the contract with M/s Infosys Ltd, the Financial Services System Integrator (FSI), for implementing Core Banking Solutions and for installing ATMs. 
Challenges Faced and Mitigation Plans
The major challenges faced by India Post are listed here:
1. Large number of offices and aggressive timelines: The large number of post offices makes the project the largest CB implementation attempted in India. See the table below:
S.No
Name of Bank
Number of Branches under CBS
1
Post Office Savings Bank
25,464*
2
State Bank of India
17,000 +
3
Punjab National Bank
4,857
4
Bank Of India
3,211
5
Canara Bank
3,109
6
Bank of Baroda
3,096
7
Union Bank of India
2,926
8
Syndicate Bank
2,327
9
UCO Bank
2,148
10
Central Bank of India
2,141
                         * By 2014
 However, the pace of implementation of CB system in banks has picked up in the last few years. In some banks, even 50 bank branches have gone live on the CB system in one day. India Post’s decision to go for a proven solution and an experienced vendor is also expected to mitigate the problem of implementing CB systems in a large number of offices over a shorter period of time.
2. Skill levels of staff: The existing staff’s skill levels in computers have definitely improved in the last few years. Today in Project Arrow, more than 12,000 offices are reporting daily. This shows that we are moving ahead in our skill levels, which enables us to work more effectively in a computerized environment. However, the CB system brings in new process changes that require training. This is planned to be mitigated by requiring the vendor to train around 15,000 staff, including around 2,000 as trainers under the Train the Trainer model. The change management vendor (M/s TCS Ltd) will devise training strategies to manage the change in a smoother way.
3. Migration of legacy data: The large amount of legacy data to be migrated both in electronic and manual format poses a serious challenge. The existing process of duplicating data from BO to SO to HO is making the data unreliable unless agreement and related work is done. Many activities have been undertaken, in the last few years, to digitize and cleanse the data, and these activities are expected to mitigate the problems of legacy data migration.
4. Integrating with an inter-operable network: Another challenge is how we would put in place systems and processes to participate in an inter-operable electronic payment network run by the National Payments Corporation of India, specifically the National Financial Switch that connects all ATMs in India. This would mean that India Post complies with the Prevention of Money Laundering Rules, 2005, and the Payment and Settlement Systems Act, 2007. Eventually, in order to participate in this inter-operable electronic payment system, India Post has to fall under the regulatory supervision of RBI. India Post has received RBI’s approval to install ATMs and issue ATM cards. Its successful performance in a closed system of ATM networks (i.e., ATM cards) will eventually lead to RBI’s approval for issuing debit cards. Successful performance requires changes in our existing process and developing accounting and operational procedures.
Migration of Legacy Data:
Migrating data from Sanchay Post to the new CBS (Core Banking Solutions) software will be a major challenge while implementing core banking in post offices. The data that is to be migrated from Sanchay Post to core banking software has to be  up-to-date and reliable. Data can be made up-to-date by posting of all transaction data and by updating master data and standing instructions. Data can be made reliable by settling minus balance, SBCO objections and DB Analyzer discrepancies.
This is illustrated below:
Steps Taken towards Migrating Legacy Data
Many steps have been taken, right from Project Arrow, to digitize accounts and carry out account holder signature scanning. More than 14 crore accounts have been digitized. Roughly 12 crore signatures have been scanned. 
Pre-data migration activities that are monitored through fortnightly Project Arrow VCs have proceeded as given in the table below:
Activity
Key Parameters monitored
Offices
Date from which monitored
Data authentication Activity  - 1
Pending Interest posting in SB accounts
All offices
15.8.10
Pending minus balance
All offices
31 12.10
Pending number of SBCO objections beyond 6 months
All offices
25.3.11
Data Authentication Activity  - 2
Stage - I Online Monitoring of 34 Parameters in 4000 offices –focus on digitization, settling SBCO objections, clearing minus balances and database discrepancies (DB Analyzer)
Pilot - 120 offices
 7.3.12
Phase- 1 A - 701 Head Offices
20.3.12
Phase- 1 B - 1509 Sub Offices of Pilot circles
1.5.12
Phase- 2 A - 1679 Sub offices of rest of the  16 circles
4.5.12
Data Authentication Activity - 3
Stage - II Online monitoring of additional parameters for 120 Pilot offices – focus on work on agreement
Pilot - 120 offices
1.9.12 (Test)
Data Authentication Activity-  4
Visit by Circle/Regional level team - percentage checks and completion of pending work.
All circles
Parallel activity from Stage- 1.
These activities are showing results. The amount of negative balance (minus balance) has reduced from Rs. 640 crore to Rs. 64 crore since 2010. An online CB system pre-migration monitoring website is now in place, from which 4,000 offices are reporting their progress every day. The online website has a scoring system to grade the post offices. These scores and data are analyzed at various levels (and ultimately in Project Arrow VCs every fortnight). Project managers and executives of the National Institute of Smart Government (NISG) are training our postal staff in pre–data migration activities. In the last six months, more than 1,200 post offices have been visited by the NISG team. The data quality of many of the 4,000 offices has improved and is now almost ready for migration to the CB system. This online monitoring system will be expanded to the remaining departmental post offices.
The core banking project doesn’t bring incremental improvements to the existing process; rather, it overturns existing processes, specifically the BO to SO to HO process that post offices currently follow. It opens up the post office 24-7 through its ATMs. It enables POSB customers to perform transactions 24-7 in around 1 lakh ATMs and to perform transactions in 6 lakh POS outlets. It enables people to transfer money, sitting at home, from their account to any bank account through NEFT. Eventually, core banking will help change the perception of the post office in people’s minds and once again make the post office relevant to their needs.

ATTENTION, ALL C-O-Cs, NATIONAL SECRETARIAT MEMBERS AND CHIEF EXECUTIVES OF ALL AFFILIATED ORGANISATIONS OF CONFEDERATION

ATTENTION, ALL C-O-Cs, NATIONAL SECRETARIAT MEMBERS AND CHIEF EXECUTIVES OF ALL AFFILIATED ORGANISATIONS OF CONFEDERATION
ATTENTION, ALL C-O-Cs, NATIONAL SECRETARIAT MEMBERS AND CHIEF EXECUTIVES OF ALL AFFILIATED ORGANISATIONS OF CONFEDERATION

Dear Comrade,

Sub: Memorandum to 7th Central Pay Commission.

                We invite your reference to the Memorandum on common issues submitted to the 7th CPC by the Staff Side of the JCM on 30th June, 2014.  We have placed a copy thereof on our website.  We request you to kindly g o through the same thoroughly.  As you are aware,   we have on several occasions from February, 2014 to date, discussed the issues to be covered in the common memorandum and the approach we should make on each issue. Many of our suggestions have been found acceptance with the Staff Side and the same has been incorporated.  National Secretariat of the confederation is again meeting on 17th afternoon to consider the suggestions from various quarters whether any left out common issues on which we should submit a memorandum.  We are also at liberty to have a different view on certain matters.  We will discuss all these in the meeting on 17th.  To enable a meaningful discussion, we request you to kindly intimate us by 14th July your suggestion in the matter, so that the Secretariat will be able to take a decision and act quickly.Confederation’s memorandum will be submitted to the 7th CPC before 20th July incorporating all omissions and new suggestions, if any.

                The last date for submission of memorandum to 7th CPC is 31st July, 2014. The Commission has accepted the proposal made by us through staff side in the matter and accordingly extended the date.  All affiliates must ensure that their memorandum on department specific issues are finalised well in time and submitted before the due date.  Awaiting immediate response.

                                Email ID:              confederationhq@gmail.com
                                                 mkrishnan6854@gmail.com
                                                 sreedevikkn@gmail.com

CORRIGENDUM TO NFPE/FNPO MEMORANDUM SUBMITTED TO 7th PAY COMMISSION.

CORRIGENDUM TO NFPE/FNPO MEMORANDUM SUBMITTED TO 7th PAY COMMISSION.
     1.  (a)    Chapter - IV, Page 17 - Para 4.1 - Categories - SL 7,8 & 9 may be corrected 
          as follows:

        7.     Postmen/Mailguard (MACP-I) - 5200-20200 - GP 2400 - 56000
        8.     Postmen/Mail Guard (MACP-II) - 5200-20200 - GP 2800 - 66000
        9.     Postmen/Mail Guard (MACP-III) - 9300-34800 - GP 4200 – 74000

1.(b) Chapter - IV, Page 17 - Para 4.1 - Categories - SL 10,11 & 12 may be corrected as follows:
        10. Supervisor(LSG)/ MACP-I PA / SA-  5200-20200 - GP 2800 - 66000
        11.Senior Supervisor (HSG-II) / MACP-II PA / SA- 9300-34800 - GP 4200 - 74000
        12.Chief Supervisor (HSG-I) / MACP-III PA / SA- 9300-34800 - GP 4600 - 78000

2.     Chapter IX - Page 138 - Para 19.2.1 Sentence-3 may be corrected as follows:

        “They are having the parity with Postmen and considering their arduous nature of duties and responsibilities, they shall be placed in the existing Grade Pay of Rs.2,800/- (and not 2,400)  which is equivalent to the proposed minimum pay of Rs.46,000/- (and not 41000) as demanded by the Staff Side in the entry scale.

3.     Chapter XVIII - Page 120 & 121 - Para 18.3.1 and 18.4.1 Column - Grade Pay of Cleaner and Semi-skilled may be corrected as 1800/- instead of 1300 & 1650.

MEMBERS & LEADERS YOUR ATTENTION PLEASE

          Please read the memorandum carefully and suggest immediately any corrections/additions required in it.  We will incorporate all acceptable suggestions/corrections/additions in our supplimentary memorandum to be submitted to 7th CPC before 20-07-2014.