ஈடி கமிட்டி பரிந்துரைகளின் முக்கிய சாராம்சங்கள்

அன்பிற்கினிய தோழர்களே

ஈடி கமிட்டி பரிந்துரைகளின் முக்கிய சாராம்சங்கள் கீழே ஆங்கிலத்தில் தரப்பட்டுள்ளது .தமிழில் நோட்டீஸ் ஓரிரு நாளில் கோட்டச் சங்கங்களின் சார்பில் வெளிவரும் .


Summary of Recommendations

Chapter 2
2.9.1
The Department may approach the Nodal Department, Ministry of Labour & Employment for making suitable amendment in the provisions of the Industrial Disputes Act 1947 for removing the anomalous position of GDS being governed by GDS (Conduct & Employment) Rules 2001, and Industrial Disputes Act, 1947 simultaneously.
Chapter – 3
3.23
India Post may examine the relevance of the experience of different postal administrations in maintaining the network. The GDS Committee has suggested various measures to improve the viability of rural Post offices. In case the Post offices do not generate the minimum income, but there is need to maintain access, the department needs to look into franchisee/Out reach arrangements.
Chapter – 5
5.16.1
The Department should pursue various technology options to make dispensing of stamps easier and cost effective. It may also utilise electronic franking machines across the counters for reducing the stocking of stamps.
Chapter -5
5.16.2
Stamp sale in Post office could as well be entrusted to counter clerks in the present circumstances of reduced stamp sales due to computerisation.
Chapter -5
5.16.3
The committee suggests for reviewing this scheme of stamp vending through licensed stamp vendors and make it more popular. The Department may also consider popularising franchised outlets in the urban areas
Chapter -5
5.16.4
The Committee further suggests that the GDS SVs not justified statistically may not be filled up and there may not be any further recruitment of GDS SVs in their place.
Chapter -5
5.20.1
The urban Post offices may be reorganised in a manner that public facilities are enhanced and at the same time multi skilled group ‘C’ posts are justified in such offices.
Chapter -5
5.20.2
The group D nature of duties and duties of house keeping nature may be managed through alternative arrangements.
Chapter -5
5.20.3
In the semi urban and rural departmental Post offices, the GDS packers have to be continued if the Post offices do not justify full time posts.
Chapter -5
5.20.4
The duty chart and hours of attendance of GDS packers be fixed by the Sub Divisional Inspector for strict adherence.
Chapter -5
5.20.5
The engagement of GDS packers in larger offices like LSG/HSG be avoided and Department may consider creation of justified multi-skilled Group C posts. Creation of new posts will however be subject to existing instructions and orders on the subject.
Chapter -5
5.22.1
There is a need to conduct a work study of the Group ‘D’ in Mail offices and Transit Mail offices. It is possible to lay down standards for the indoor work performed in Mail offices and Transit Mail offices. As regards Mail exchanges, conveying the bags over platforms, waiting time for exchange of mail and actual time of exchange, guide lines could be worked out depending on the number, type of exchanges, number of bags exchanged and this area of work could be adjusted as per actual observation in different Mail offices and Transit Mail offices. Such a fixation of standards will broadly take into account the Group ‘D’ assistance required at various times and will reflect the changing traffic needs from time to time.
Chapter -5
5.22.2
The requirement of Group ‘D’ and part time engagement to cope with bunching of exchange and train arrival/departure requires to be carefully assessed and part time staff component managed from casual employees for limited extra need of manpower at peak hours. GDS which is intended for operating rural postal system needs to be phased out from Mail offices which are mostly located in urban areas. This work may be managed by normal Group ‘D’ or part time staff as the case may be.
Chapter -5
5.22.3
The GDS Mailman be treated as a wasting group in RMS.
Chapter -5
5.22.4
The engagement of GDS in unapproved categories like Sweeping, Gardening, Rest House Attendants, Call boys, Box boys, Waterman be given up immediately. There is no justification to have GDS Mailman engaged for non operative work in RMS. These GDS Mailmen who are presently engaged in non operative duty should immediately be shifted to operational areas.
Chapter -5
5.22.5
The Department may examine the duties that can be entrusted to the multi skilled group C and separation of nature of duties pertaining to group D work. All the future recruitments be made in multi skilled groups ‘C’ posts. The Department may examine managing the house keeping functions and duties of the nature of group ’D’ through alternative means. An exception however needs to be made for absorption of temporary status group ‘D’.
Chapter -6
6.11.1.
There should be no ED Sub offices both in urban and rural areas
Chapter -6
6.11.2.
The existing offices in the urban areas should either be closed or upgraded to departmental Sub Post offices based on statistical and financial justification.
Chapter -6
6.11.3.
In case the EDSOs in urban areas are not justified for upgradation, the Department may consider their closure by providing alternate arrangement for provision of Postal services.
Chapter -6
6.11.4
Existing ED Sub offices in rural areas should either be converted into EDBOs or upgraded into departmental SOs if justified by norms.
Chapter -6
6.11.5
On down gradation, the existing incumbent working in the post of EDSPM may be placed in the TRCA corresponding to 5 hours workload of GDS BPM and his allowances paid as GDS SPM be protected.
Chapter -6
6.11.6
The downgraded EDSPM will earn the future annual increase if the workload of the downgraded EDSO assessed on revised norms reaches 125 points per month in point system.
Chapter -6
6.11.7
The protection will be limited to existing incumbent only. If he relinquishes the post, for any reason, the TRCA of the new incumbent will be fixed as per workload of ED BPM in point system.
Chapter -7
7.14.1
The following services and products need to be covered while defining the Universal Service Obligation in the rural areas as provision of these services by other players is non existent or not available upto the desired level:
Product/Service
Postcard/Letter card/Letter/Packet
Parcel
Blind literature
Newspapers & Periodicals
Registration
Acknowledgement
Money order upto Rs. 5000/-
Bill Payment facility
Government services and Insurance services
The above products and services are considered necessary to be provided to enable 1fulfilment of social role of the Post office in rural areas.
Chapter -7
7.14.2
The Committee recommends for review of the existing rural Branch post offices, to ensure satisfaction of distance condition. The distance should be radial distance but not distance by road, and such distance should be based on the digital map or certified by State Government authority and to rationalise identified Branch Post offices (which are opened in contravention of the distance norm) to places where justification exists on present norms. The XI Five Year Plan provides for opening of 3000 Branch Post offices and 10,000 Retail outlets. The opening of the new Branch offices where justified may be either by relocation or through Franchisee / Outreach arrangements.
Chapter -7
7.14.3
Digital maps in multi-layer format be got prepared to locate the Post offices with required data base attached to them, in order to locate areas which are deprived of postal facility and need to be provided such facility. This can lead to a rationalisation of Post offices and a more efficient use of resources.
Chapter -7
7.14.4
Panchayat Sanchar Seva Kendras have been the low cost option for expanding the rural postal network in rural and remote areas to provide basic facility in Gram Panchayat Head Quarters without a Post office. There is need to take a comprehensive look into Postal Planning including provision of facilities at Panchayat Sanchar Seva Kendras.
Chapter -7
7.14.5
Extension of postal facilities are suggested in the following cases. This can be through Franchisee/Outreach arrangements.
(i) Head quarters of village Panchayat where there is no postal outlet at present and there is no Post office in the Panchayat area which can be shifted to the GP Headquarters.
(ii) Locations where PSSKs are now functioning subject to the condition that there is no Postal facility in any of the villages under the Panchayat. If there is already a Post office in any of the villages under the Panchayat, the Post office may be shifted to the Headquarters village and there will not be any need for any additional facility unless a postal outlet is justified for a village which is not the Headquarters of a Panchayat village separately. The area of operation in case of Panchayat can cover the entire Panchayat area along with villages coming under the Panchayat.
(iii) Villages which fulfil all the three criteria, though not the Headquarters of a Panchayat.
(iv) Villages which fulfil only two criteria of distance and population but not the income condition could also be considered for providing Postal services.
Chapter -8
8.12
The income formula for the BOs can be taken as follows.
1
Stamp Sales
83% of the stamp sales
2
Unpaid postage realised
75% of revenue
3
Commission on MOs issued
24% of revenue
4
Commission on MOs paid
38% of revenue
5
Commission on IPOs sold
40% of revenue
6
Commission on IPOs paid
40% of revenue
7
SB/RD transactions
Rs 41.28 x No. of live accounts/12
8
RPLI premium collections
Rs 3.11 x No. of RPLI transactions per month
9
Bills collection
Rs 3.11 x No. of bills collected per month
10
Retail Post
25% of the revenue
Of the total revenue 1% of the same can be added for other functions which cannot be measured and quantified.
Chapter -8
8.13
The present method of calculating the cost may continue to be adopted with the following changes. In the present formula, an amount of Rs.2 is added as indirect overhead charges to the cost of the BO. This indirect overhead charge was prescribed in 1982 and the Cost index has gone up by 22.82 times during the last 26 years. There is a need for revising the indirect overhead charge taking into account the present over head costs. Pending a detailed study, it is suggested that the formula adopted by Shri M. P. Rajan to take 1% of the total cost as indirect overhead charges on ad-hoc basis may be adopted and a detailed review taken up for fixing the over head charges.
Chapter -8
8.18
Rationalisation of the establishment in the Branch Post office be undertaken in tune with the traffic needs subject to fulfilment of universal service obligation in respect of delivery/collection of mails in rural areas. Carrying out simultaneous review of establishment of Sub office and its Branch offices for identifying surplus posts and to utilise them in needy areas is recommended.
Chapter -9
9.16.1
The workload of GDS BPM may continue to be assessed by the existing method of Point system with modifications suggested for cash handling and stamp sales.
Chapter -9
9.16.2
The BOs be generally kept open for a minimum of 3 hours. The working hours of BOs may range from 3 hrs to 5 hrs based on work load. The Branch Postmasters may be entrusted with delivery/conveyance work or both where the work load of the BPM is less on payment of combined duty allowance. Further retention/creation of any additional posts in the BO be subjected to work load and financial viability of the BO as criterion.
Chapter -9
9.16.3
The time factor applicable for PLI can be adopted for RPLI Premium Collections and Bills collection.
Chapter – 9
9.16.4
For NREGS transactions, Old Age Pension Payments through SB accounts, the present norm for SB Transactions may be adopted.
Chapter -9
9.16.5
For cash handling, handling of Rs.20, 000 per month may be fixed for earning one point of work load per month. All receipts and payments viz. Money Order, SB/RD/TD deposits/withdrawals, RPLI/PLI premium collections, bills collection, bills paid may be included towards cash handling. The cash received and remitted to Account office may be excluded since the BPM is given a credit of 14 points for accounts and mails work which includes preparation of accounts, verification of balances and checking of the contents of BO bag received or sent.
Chapter -9
9.16.6
For stamps sale, the norm may be prescribed at Rs. 60/- stamps per month to earn one point purely on adhoc basis. The Department may take up work study for fixation of new norms for workload of Branch offices.
Chapter -9
9.16.7
The Committee also recommends that the workload of the Branch Postmaster be reviewed at the end of every calendar/financial year. For this purpose a statement be introduced for submission at the end of every month to the divisional office which should contain statistical information on all the inputs required for assessment of the workload except handling of unregistered articles. The information received from the Branch Postmasters may be posted in a prescribed register BO wise at the Divisional office. At the end of calendar/financial year the statistical inputs should be consolidated to arrive at monthly average and for assessing workload in respect of the accountable articles. In regard to unregd articles the information can be either taken from inspection report or be obtained from concerned Account office for 2 working days in the middle of the week. This entire process is to be completed in the month following end of the calendar/financial year and the revision if any is to be given effect from the first day of following year.
Chapter -9
9.16.8
The workload of GDS Mail Deliverer / Mail Carrier may be calculated by Cycle Beat formula wherever the beats are Cycleable. In case of distances which are partly Cycleable the Cycleable distance be calculated on cycle beat rate and the foot beat on foot beat rate.
Chapter -9
9.16.9
The distance traversed for delivery work in main village with a population of less than 5000 be fixed at 3 kilometres and in fairly big villages with a population of more than 5000, the distance in cusba may be fixed at 5 kilometres. The actual distance between the BO village and attached villages by shortest route be taken for workload purpose.
Chapter -10
10.37.1
The TRCA for various categories of GDS is recommended as below
Category of GDS
Scale proposed
Annual Increase
GDS SPM
Rs. 4575-85-7125

GDS BPM
Rs.2745-50-4245 (3hours work/upto 75 points)

Rs. 3200-60-5000 (3hrs.30 min /upto 87.5 points)

Rs. 3660-70-5760 (4 hrs./upto 100 points)

Rs. 4115-75-6365 (4hrs.30min /upto 112.5 points)

Rs. 4575-85-7125 (5 hrs./upto 125 points)

GDS Mail Deliverer / GDS SV
Rs. 2665-50-4165 (upto 3 hrs. workload) This will be applicable for future engagements and present incumbents will continue to be paid for a minimum of 3 hrs. 45 min.
Rs. 3330-60-5130 (more than 3 hrs. and upto 3 hrs. 45 Min)

Rs. 4220-75-6470 (more than 3 hrs. 45 min workload)

GDS Mail Carrier / PKR./Mail Man
Rs. 2295-45-3695 (upto 3 hrs. workload) This will be applicable for future engagements and present incumbents will continue to be paid for a minimum of 3 hrs. 45 min.

Rs.2870-50-4370 (more than 3 hrs. and upto 3 hrs. 45 min of workload)

Rs. 3635-65-5585 (more than 3 hrs. 45 min of workload)

Chapter-10
10.37.2
The office maintenance allowance is recommended to be revised to Rs 100 per month for GDS SPM/BPM.
Chapter-10
10.37.3
The rate fixed by Finance Ministry for payment of Cycle Maintenance allowance may be adopted for GDS. The Committee recommends that the condition of minimum requirement of 10 Kms may not be insisted upon and all the GDS MD/MC may be paid CMA if the track is Cycleable.
Chapter-10
10.37.4
The Boat allowance may be fixed by the Circles taking the actual charges paid into account subject to a maximum limit of Rs 50 per month
Chapter-10
10.37.5
The allowances for BPM for remitting cash may be prescribed at Rs 50 including transportation cost and for taking an escort, the extra reimbursement of Rs 25 may be paid and grant of this allowance is subject to conditions prescribed in para 10.20
Chapter-10
10.37.6
The FSC for GDS SPM/BPM may be revised to Rs 25 per month and for other categories of GDS doing delivery work the FSC may be revised to Rs 10 per month
Chapter-10
10.37.7
The Combined Duty allowance may be revised to Rs 500 for each item of work for the GDS BPM. In cases where BPM is attending to delivery in the BO village only it may be limited to Rs 250 per month. As regards conveyance, the BPM entrusted with exchange with MMS or train, such compensation be limited to Rs 250 per month.
Chapter-10
10.37.8
The GDS Mail deliverer or Mail carrier are at times attached the additional duty of another post due to various reasons. This is generally for a limited number of days. In such cases, they may be paid compensation @ Rs. 25/- per working day against the existing Rs. 75/- per month.
Chapter-10
10.37.9
Constitution of a committee for verification and checking of TRCA fixed is recommended.
Chapter-10
10.37.10
The revised TRCA be made effective from 01-01-2006 and all other allowances may be made prospective from the date of issue of the orders. The arrears of TRCA may be paid in two instalments of 40% and 60% each spread over two financial years.
Chapter-10
10.37.11
There is a need to evolve different wage structure based on consolidated allowance and incentives to generate higher level of transactions in the rural Post offices. The Department may consider evolving a system which will incentivise the person engaged in the rural network and such a change may be considered for future engagement of GDS.
Chapter-10
10.37.12
The payment of TRCA may be made through Savings bank accounts.
Chapter – 11
11.9
The Government may explore the possibility of a specific survey to construct a separate cost index based on the consumption basket in rural areas through National Statistical Commission. Till such time a separate index is constructed for rural areas, the Department may continue to use the existing AICPI (IW) for estimating the DA and compensate the GDS for increase in cost of living.
Chapter – 12
12.15.1
As recommended by the Pay Commission the bonus may be calculated with reference to productivity as measured by the % of increase in revenues vis-à-vis the staff expenses as compared to the base year with suitable correction to technology where adopted.
Chapter – 12
12.15.2
Till such time a new PLB formula is worked out, the ex-gratia for Gramin Dak Sevaks may be calculated by limiting the average TRCA plus D.A to 50% of the ceiling fixed to lowest category of departmental employees.
Chapter – 12
12.15.3
The Committee has suggested increase in the incentives for GDS engaged in BOs and EDSOs. When the Department decides to put in place increased incentives, this will be in the nature of PRIS as recommended by the Sixth Pay Commission in replacement of PLB.
Chapter – 13
13.6.1
The Committee recommends the revision of the existing rates of commission subject to detailed examination by the Department.
Existing
Proposed
(1)
Net Savings Bank Deposits
2%
No change
(2)
Recurring Deposit
Nil
1%
(3)
Time Deposit 1-3 years
1%
No change
(4)
Time Deposit 5 years
2%
No change
(5)
Procurement of new RPLI business
Rs. 250/ -per lakh of new business procured(for Endowment, AEA, Children’s policies only)
Rs. 250 for whole life policies, convertible whole life policies and Rs. 400/- per lakh of new business procured (for Endowment, AEA, Children’s policies)
(6)
Renewal RPLI Premium Collections
1%
2%
Chapter -14
14.7.1
The existing nomenclature of ex-gratia gratuity needs no change as the GDS are engaged on a part time basis and are not governed by the CCS (Pension) Rules 1972.
Chapter -14
14.7.2
Ex-gratia gratuity may be granted at the rate of half month’s basic allowance for each completed year of continuous service earned on the basic allowance drawn before discharge from service subject to a maximum of Rs 60,000/- or 16 ½ months basic TRCA calculated at the rate of half a month’s TRCA for each completed year of service whichever is less
Chapter -14
14.7.3
The eligible minimum period for entitlement of ex-gratia gratuity may be reduced from 15 years to 10 years.
Chapter -14
14.7.4
Leave without allowances of 30 days or more at a time be deducted from the total eligible service. However cases of leave availed without allowances for 30 days or more due to genuine prolonged illness may be condoned by the Head of circle on the recommendations of a committee constituted for this purpose.
Chapter -14
14.10.1
The Committee recommends that the rate of monthly subscription and amount of insurance cover under the Extra Departmental Agents group insurance scheme 1992 be increased as under:
Rate of Monthly Subscription
(for all categories of GDS)
Insurance Cover
Rs. 50
Rs.50,000
Chapter – 14
14.10.2
A detailed review of the current mortality rate with a view to revise the apportionment between savings and insurance fund needs to be under taken.
Chapter – 14
14.10.3
The Department may devise an appropriate machinery for periodical review of the mortality rate and adjustment of apportionment ratio.
Chapter – 14
14.14.1
The Severance amount payable at present may be revised to Rs. 1500/- for every completed year of service subject to a maximum of Rs. 60,000/-
Chapter – 14
14.14.2
The eligible period of service for grant of Severance amount may be brought down to 10 years as against existing 15 years
Chapter – 14
14.14.3
The Government may introduce a service discharge benefit scheme by making a contribution of Rs. 200 per month for the period the GDS is on duty. The fund may be managed by PLI Directorate or any other suitable agency to get adequate secure returns. The eligibility of service for getting benefits under Severance amount/Service discharge benefit scheme may be prescribed at 10 years of continuous satisfactory service.
Chapter – 14
14.14.4
The total accumulations payable at the time of discharge (including Severance amount if any) may be annuitised and monthly payments made. The monthly payments will be made to the GDS on discharge and in the case of death of the GDS while in service, to the surviving spouse of the GDS at 50% of the monthly payment.
Chapter – 14
14.14.5
A GDS joining the new service discharge benefit scheme will be eligible for Severance amount at the rate of Rs. 1500 for every completed year of service as on the date of introduction of new scheme in addition to the new discharge benefit on the contributions made by the Department.
Chapter – 14
14.14.6
A GDS opting to continue with Severance amount scheme will be entitled to receive Severance amount @ Rs. 1500/- for every completed year of service subject to a maximum of Rs. 60,000/-, provided he has put in more than ten years of continuous satisfactory service.
Chapter – 14
14.14.7
The payments under the new scheme may be made eligible for Gramin Dak Sevaks who are discharged on rendering satisfactory continuous service and to the spouse of GDS who die while in service.
Chapter – 14
14.14.8
The Gramin Dak Sevaks whose services have been dismissed /removed for unsatisfactory work/misconduct will not be eligible for any payments under this scheme. The amount that would not be payable under this scheme either due to the aforesaid reason or due to ineligibility for any reason will be credited to the Government.
Chapter – 15
15.5.1
After evaluating the present schemes, the GDS Committee recommends the following proposed assistance under welfare schemes:-
Sl.
No.
Name of Welfare Scheme
Present Financial Assistance
Proposed Assistance
1.
Immediate relief on death
Rs. 7,000
Rs. 8,000
2.
Relief to the dependent of GDS who die while on duty due to any accident
Rs. 7,000
Rs. 8,000
3.
Death due to attack by robbers terrorists, riots etc while on duty
Rs. 50,000
Rs. 1,00,000
4.
Death due to attack by robbers terrorists, riots etc while not on duty
Rs. 10,000
Rs. 20,000
5.
Death occurring due to enemy action in war or border skirmishes or action against militants, terrorists, extremists, etc.
Nil
Rs. 1,50,000
5.
Funeral expenses.
Rs. 250
Rs. 500
6.
Financial assistance in natural calamities
Rs. 750
Rs. 750
7.
Nutritional diet to the GDS suffering from tuberculosis
(a) Indoor treatment
(b) Outdoor treatment
Rs.200 PM
Rs.100 PM
Rs.400 PM
Rs. 200 PM
8.
Financial Assistance in case of prolonged and serious illness/major surgeries
Rs. 1500
up to Rs.5000
Chapter – 15
15.5.2
The existing scholarship and book award scheme may be liberalised in respect of Gramin Dak Sevaks to cover upto two wards for grant of scholarships and book awards subject to condition for grant of the same.
Chapter – 15
15.5.3
50% of the welfare funds may be allocated to the welfare grants of Gramin Dak Sevaks in the circle.
Chapter – 15
15.5.4
The existing rates of scholarships and book awards which were fixed more than 10 years back may be suitably revised.
Chapter – 15
15.6.1
Department may examine introduction of a contributory insurance health scheme for in-patient treatment of Gramin Dak Sevaks through Government Hospitals/ Private Hospitals. The insurance premium may be contributed jointly by the Government and the GDS as fixed by the Government. The GDS and the spouse may also be covered under the health scheme without contribution from the discharged GDS.
Chapter – 15
15.6.2
Presently, discharged Gramin Dak Sevak do not get any assistance for medical treatment. It is recommended that the Welfare Fund Scheme may also be extended to the discharged GDS for providing financial assistance of inpatient treatment obtained from government hospitals as in the case of GDS in service. The financial assistance, however, be limited only to Gramin Dak Sevak and the spouse.
Chapter 16
16.14.1
To help female Gramin Dak Sevak to fulfill the role of maternity, she may be paid 3 months TRCA out of the welfare grant for the first two children, which will be limited to two confinements during the whole service.
Chapter 16
16.14.2
Financial grant shall not be admissible for medical termination of pregnancy (abortion, miscarriage and still births)
Chapter 16
16.14.3
Minimum service of one year be prescribed for being eligible for the financial grant in case of maternity leave.
Chapter 16
16.14.4
Women GDS Mail Deliverers and Mail Carrier may also be considered for lighter and stationary duties wherever possible before and after maternity.
Chapter 16
16.14.5
The existing powers delegated to Divisional heads for grant of leave without allowance beyond 180 days for GDS for working against departmental vacancy of Postman/Group D may be extended to grant leave (with financial grant from welfare fund) for three months and for grant of leave without allowances for another three months during the period of confinement and thereafter, limited to two confinements only
Chapter 16
16.14.6
Paid Leave up to maximum of 20 days in a year in place of 10 days Paid Leave in a block of Six months without accumulation is recommended.
Chapter 16
16.14.7
In single handed Branch offices, Gramin Dak Sevaks will provide his/her substitute on his own responsibility during the Paid Leave period. The GDS will provide names of one or two persons who possess required qualifications for engaging during leave periods and such list will be approved by the appointing authority. The GDS will get prior sanction of leave from the competent authority. In the Branch Post offices having more than one hand, combination of duties may be resorted to for managing the work during the leave period. The person entrusted with the combined duty may be compensated at Rs 25.00 per day towards combined duty.
Chapter 16
16.14.8
The Department may consider that all future engagements in leave vacancies/short term vacancies be managed by combination of duties and if such a course is not feasible, they may be managed by local arrangement unless it is decided to make a provisional arrangement after following the regular process of engagement and such local arrangement should not exceed 90 days. In long term arrangements, the temporary engagement will be subject to work load and financial justification of the office.
Chapter 16
16.14.9
The present ceiling on availing leave without allowances upto 180 days in a period of one year either in a stretch or in intermittent intervals may continue.
Chapter 16
16.14.10
The term appointing authority for GDS SPM/BPM may include Deputy Supdt of Post offices of postal divisions which are in charge of Junior Administrative grade officers. If the post of Deputy Supdt of Post offices is not available the term Head of the division should include JAG officer in charge of the division as appointing authority.
Chapter 16
16.14.11
For all categories of GDS, it may be prescribed that they possess knowledge of regional language as evidenced by their having studied the regional language as a subject of study in matriculation or 8th standard as the case may be.
Chapter 16
16.14.12
The existing instructions below note II under Rule 3 which deals with terms and conditions of engagement may be separated and framed as Rule 3A with caption terms and conditions of engagement.
Chapter 16
16.14.13
The existing Rule 6 of the conduct rules stating that the Sevaks are not eligible for pension and their eligibility for ex gratia gratuity and other amounts as may be decided from time to time may be reframed.
Chapter 16
16.14.14
A separate conduct rule after existing Rule 5 about the applicability and payment of TRCA to the Gramin Dak Sevaks as may be decided from time to time based on the work load may be framed.
Chapter 16
16.14.15
Failure to take up residence in the place of duty in respect of GDS SPM/BPM after engagement should be treated as violative of conditions of engagement of GDS and liable for disciplinary action under Rule 10 of the conduct rules requiring removal/dismissal. This clause should be incorporated in the letter of engagement. This should be clearly stipulated by reframing the existing instruction No (vii) below note II under Rule 3 of the conduct rules.
Chapter 16
16.14.16
The transfer facility may be restricted only in the cases of women GDS getting married, surplus declared GDS provided alternate engagement at a different place and wards of deceased Gramin Dak Sevaks provided with engagement in a post away from his place whereby he cannot look after the interest of the family of the deceased. The transfer be restricted within the division subject to other conditions.
Chapter-16
16.14.17
The Security for the GDS BPM/SPM may be revised to Rs. 25000 and for other categories of GDS it may be revised to Rs. 10,000. The security may be in the shape of Fidelity Guarantee Bond or National Savings Certificate. The present periodicity of yearly renewal of the FGB may be fixed in quinquinniel block (once in five years) so that the required premium for five years block may be recovered and FGB obtained for full block at a time. In case of any fresh engagements in the middle of the block the FGB can be taken from the date of joining to the end of the block. The block can be fixed uniformly for five years for all. This increase in periodicity will reduce considerable work in the Head Post office.
Chapter 17
17.3.1
The Committee observed that though operationally the present qualification of Matriculation prescribed for the GDS SPM/BPM is adequate, to provide for higher administrative efficiency in the context of new services that are likely to be introduced in rural offices and improvement in educational levels, preference may be given to the candidates with higher qualification of 10+2. No weightage need be given qualification higher than 10+2. There is also need to prescribe that the candidates should have knowledge in local language, as this will be essential for functioning of the BPM.
Chapter 17
17.3.2
The Committee suggests that there may not be any relaxation in the minimum educational qualification for the wife of the deceased GDS while making compassionate appointment as BPM/EDSPM and relaxation of educational qualification may however be considered for other GDS posts.
Chapter 17
17.4.6
The existing recruitment procedure requires refinement and it should be clearly indicated in the notification about the provision of suitable accommodation on his own arrangement by the selected candidate and mandatory condition of taking up residence in the place of duty before taking up appointment. Similarly in the letter of engagement, the appointing authority should clearly intimate that any failure to take up residence in the place of duty would be violative of the conditions of engagement and liable to be proceeded under Rule 10 of GDS (Conduct and Employment) Rules, 2001 and the note II (vii) below Rule 3 of the Conduct rules may be modified to this effect.
Chapter 17
17.6.1
The Committee suggests that preference may be given to the persons who are within 45 years for general category and giving age relaxation to SC/ST/OBC candidates as applicable. However where the candidates within the suggested age group are not available, relaxation in age condition may be allowed for engaging the GDS subject to his being found fit and fulfilling all other conditions for engagement as GDS.
Chapter 17
17.8.1
Keeping in view the need for efficient discharge of duties and also that an increase in the benefits/ payments on discharge of GDS are now being suggested, the age of discharge of GDS be fixed at 62 years against present age of 65 years. With this, there will be one time extra outgo of cash disbursement towards ex-gratia gratuity and Severance amount The Department may effect this change in a phased manner over a period of 3 years.
Chapter 17
17.12.2
A selection committee may be constituted at the Divisional level for recruitment to all the GDS posts that are needed to be filled up once in a quarter as detailed in this para.
Chapter 17
17.14.1
Induction training for GDS BPM be made inclusive and the period increased to two weeks through a qualified trainer. Provision also be made for training of any new products introduced and refresher training at suitable intervals.
Chapter 17
17.14.2
The period of training of GDS MD may be increased from 3 to 5 days. The training may include marketing of services like SB, PLI, RPLI and Bills collection.
Chapter 17
17.26
It needs to be made clear in the Group ‘D’ recruitment rules that recruitment to Group ‘D’ is a direct recruitment and GDS are given preference over outsiders in recruitment.
1.1 The multi skilled Group ‘C’ Posts be filled up from outsiders through a recruitment examination. However, preference may be given to the extent of 75% to GDS and 25% to the eligible Casual labourer recruited before September 1, 1993.
1.2 The Gramin Dak Sevaks upto the age of 50 years having matriculation qualification and who have put in 5 years continuous service may be allowed to take this examination.
1.3 In respect of Casual labourer, they should fulfill the educational qualification of matriculation and should have been recruited initially through employment exchange and governed by the orders of DOPT for relaxation in this regard. The examination will be based on requirement for proper discharge of Group ‘C’ duties which will be identified by the Department.
1.4 The duties which are of Group ‘D’ nature may be managed by other means.
1.5 In order to maintain to local character of employment, the multi functional Group ‘C’ may not be allowed transfer from the Division or Unit to which they are recruited. The existing provisions of Rule 38 of Vol. IV be modified to this effect.
Chapter 17
17.26.2
It is recommended for modifying the present recruitment rules for Postman/mail guard categories. 25% of the vacancies may be filled up through multi functional Group ‘C’ candidates with matriculation qualification upto the age limit of 50 years on the basis of merit in a common examination. Out of the balance of 75% of the vacancies, 50% of the outsider vacancies the GDS may be given preference over the outsiders. The Gramin Dak Sevaks with matriculation qualification with 50% of marks, and who have put in 5 years of satisfactory continuous service and upto the age of 45 years (retaining the existing age relaxation for SC/ST and OBC candidates) be permitted to take the examination. The remaining 25% of the vacancies may be filled up through outsiders with matriculation qualification with 50% of marks and upto the age limit of 18-25 years. All these candidates should have studied Matriculation with state language as one of the subjects.
2.1 The examination should be for testing analytical ability, arithmetical ability and data entry on computers. The minimum qualifying marks for multi-skilled Group C candidates and GDS candidates may be prescribed at 45% in each paper and for the outsiders the qualifying marks in each paper be prescribed at 50%.
2.2 The unfilled vacancies if any, in 25% of quota to be filled up through multi-skilled Group C through examination may be added to 50% of GDS quota to be filled up through GDS on merit. The unfilled vacancies of 75% quota (of multi-skilled Group C & GDS) if any be filled up through meritorious GDS of other Postal Divisions in the place/region. If vacancies still remain unfilled, they may be added to 25% outsider quota for the division.
2.3 In order to maintain local character of employment recruited from the quota of outsiders and the postmen selected from multi functional Group ‘C’, they may not be allowed transfer from the division or unit in which they are recruited. The existing provision of rule 38 of Vol. IV be modified to this effect.
2.4 For providing transparency, the examination be supervised by an officer not connected to the recruitment division. Similarly, a committee consisting of Divisional head and Supdt. of Post offices of neighbouring division co-opting ASP Headquarters be constituted for opening the answer script bundles, tabulation and announcement of the results.
2.5 The unfilled vacancies of 75% quota (of multi-functional Group C & GDS) if any be filled up through meritorious GDS of other Postal Divisions in the place/region. If vacancies still remain unfilled, they may be added to 25% outsider quota.
Chapter 17
17.26.4
The Recruitment to Postal Assistant/Sorting Assistant could be 75% by direct recruitment and 25% by promotion through a Limited Departmental Competitive Examination. GDS may be allowed to compete for the unfilled vacancies of departmental quota in the examination subject to
(a) Their possessing the minimum educational qualification of 10+2 Standard Senior Secondary (excluding Vocational Streams) and have put in a minimum service of 5 years.
(b) Only those Gramin Dak Sevaks shall be eligible for being considered who have secured marks, not below the marks secured by the last direct recruit selected in the previous recruitment of the relevant category as the case may be for, Scheduled Castes, Scheduled Tribes or Other Backward Classes or OCs.
(c) They may be allowed up to 30 years of age (35 years for Schedules Castes or Scheduled Tribes communities and 33 years for other Backward Classes community) as on the crucial date fixed for the direct recruitment of the same year.
Chapter 17
17.26.5
The term “substitute or provisional appointment” be changed as “substitute engagement or temporary engagement.” for engagement of GDS.
5.1 Temporary engagement should not stretch beyond 90 days and any extension beyond 90 days should have prior approval of the Postmaster General.
5.2 The temporarily engaged person may be paid consolidated allowance of the lowest TRCA applicable to the vacancy with DA thereon and not eligible for any other benefits other than the incentives provided for the engagement.
5.3 The period for temporary engagement will not count for any purpose even if he is regularised subsequently by due process of selection.
Chapter 18
18.15.1
In the light of the clarification issued by the Nodal Ministry, the instruction issued by the DG P&T in letter No 151-7/78-Disc II dated 29-06-1978 about the quantum of recovery of pecuniary loss requires to be modified.
Chapter 18
18.15.2
The Committee recommends that the Department should provide a commensurate honorarium to the retired officers working as inquiry officers, depending on the complexity of the case. The Committee feels that such commensurate financial incentive will encourage many retired officers to undertake the job willingly. The Committee also recommends that the circles may draw a list of retired Group ‘A’ and Group ‘B’ officers who are willing to function as Inquiry Officers and communicate to the divisions for effective utilisation of their services.
A Provision also exists for payment of honorarium to the Departmental officials functioning as IO / PO subject to certain conditions. The Department may consider revision of the honorarium now currently paid and make it attractive so that the existing Department Officers take interest and initiative for quick disposal of the enquiries and submission of the IO reports.
Chapter 18
18.15.3
The present amount of compensation (paid as ex-gratia) in case of put off duty for the First Ninety days may be retained in its present form.
Chapter 18
18.15.4
Review may be under taken after three months, if enquiry is delayed due to reasons attributed to the GDS, ex-gratia may be reduced by 50% and if delay is not attributable to the GDS, the ex-gratia may be enhanced by 50%.
Chapter 18
18.15.5
Under Rule 19 of GDS (Conduct & Employment) Rules, 2001, the revisionary power may be exercised by CPMG or PMG under whose jurisdiction the petitioner is engaged.
Chapter 18
18.15.6
The review powers are with President under Rule 20 of GDS (Conduct & Employment) Rules, 2001. Time limit for preferring the review petition may be fixed as two years from the date of issue of appellate order or revision order sought to be reviewed.
Chapter 18
18.15.7
A new Conduct Rule 29 (A) may be incorporated by suitable amendment and modification in the existing GDS (Conduct & Employment) Rules, 2001 that “The GDS will not engage in any activity with any outside agency which will be detrimental to the Business of the Post office”.
Chapter 18
18.15.8
A Conduct Rule prohibiting the GDS from contracting another marriage may be framed.
Chapter 18
18.15.9
The GDS (Conduct & Employment) Rules, 2001 may be renamed as “GDS (Conduct & Engagement) Rules.”
Chapter 19
19.5.1
A channel of correspondence to effectively address the problems of GDS at Divisional, Regional, Circle & Directorate levels needs to be ensured.
Chapter 19
19.5.2
Formal meetings to discuss unresolved issues through correspondence be held once in 3 months at Divisional level, once in 4 months at Regional level and once in 6 months at Circle and Directorate level.
Chapter 19
19.5.3
The cost of a substitute wherever it is necessary to engage be met from the Department upto 2 members for periodical meetings subject to the provision that the combination of the duties is not feasible.
Chapter 19
19.5.4
The present periodicity of holding All India Conference may be revised to 3 years with a grace period of six months.
Chapter 19
19.5.5
Formal regular meetings with Recognised GDS unions once in six months at Directorate Level with Member (P), as Chairman, the participation of concerned Dy. Directors General with Directorate (SR) as the convener be conducted. The unresolved issues in six monthly meeting with Member (P) if any may be placed before Secretary Posts for perusal and action as deemed necessary.
Chapter 19
19.5.6
The Department may consider amending the existing Rule 4(d) (i) of EDAs (RSA) Rules, 1995 for the purposes of recognising second association. The existing percentage of 15% of membership may be revised to 30,000 verifiable membership.
Chapter 20
20.5.1
1. Getting the approval of Reserve Bank of India (RBI) for opening of account with any Branch of Nationalized Bank without minimum ceiling of annual turnover for opening of account with the banks.
2. Getting transactions of all Nationalized Banks in the circle for PO-Bank transactions.
3. Computerised reconciliation of information on daily basis of Bank transactions at Head Post Office level and passing it on to RBI and Nodal Branch of the Nationalized Banks.
4. Use of vehicles with provision of armed guard for movement of cash where specially required.
5. Authorising Branch Postmasters for obtaining/ remitting of cash exceeding the limits, needed with an escort wherever required.
Chapter 21
21.3
Location of the BOs :
It is necessary to provide proper accommodation for Branch Post office at easily accessible place in the village. The Panchayat can be requested to provide accommodation for the Branch Post office near their office or in a suitable place where the public congregate for their other needs. The committee had observed that in some of the circles, the Panchayats had provided proper accommodation where the public congregate. Such an arrangement needs to be worked out on an All India basis to ensure provision of suitable accommodation by Panchayats. Where suitable Panchayat accommodation is not available, it needs to be ensured that BPM provides suitable accommodation for the Branch office.
Chapter 21
21.4
Infrastructure Facility:
A table, three chairs, a forms rack, a steel Almirah (full size) with locker, safe for keeping cash, digital weighing scale, literature pertaining to various products and services, book of BO Rules, leather cash bag, BO bags and forms and stationery for proper functioning of the Post Office need to be provided. Besides the BO needs to be equipped with all necessary literature on Mail Services, Banking, Insurance, other financial services and new services provided in each of the BOs.
Chapter 21
21.5
Direct mail:
The Department may consider having a dedicated cell under BD to develop the area of Direct Mail. The data base can be utilised for marketing of various products like RPLI, savings bank, and recurring deposits internally and for marketing of products of other companies.
Chapter 21
21.5
Mails:
The Department should constantly monitor mail transmission and ensure delivery of all mail including speed post as per the norms fixed by the Department. The GDS committee during their visits observed that there is considerable delay to the public mail including Money orders. The committee, therefore, feels that the mail offices and the Transit Mail Offices (TMOs) should be properly staffed and monitored and there should be no transfer of mail and consequent delay. In case of shortage of staff, the work of the Mail Offices and the Transit Mail Offices (TMOs) may be efficiently managed through alternative incentive systems.
Chapter 21
21.8
Measures to improve the service level in payment of Money orders:
1. Computerisation of BOs wherever there is a minimum level of transactions including MO payments.
2. Generating of SMS to payees when once the computerised system is in place.
3. Strict monitoring of MOs received for delivery from the time of receipt in SOs to payment in BOs. Checking of transit of MOs from date of booking to payment.
4. Physical verification of MOs paid along with monitoring customer level of satisfaction.
5. Checking of inward complaints received in PG Cell of Divisional office.
6. Supply of cell phones to the Branch offices to enable customers to be in touch and also enable the SDIs/SPMs and Divisional Superintendents to constantly monitor any deviation in the service level.
7. The mobile phones may be operated in a closed group system with Sub Post office, Head office, Sub Divisional Inspector, Divisional office, Regional office etc.
8. The public be enabled to get in touch on mobile phone with Branch Post office in respect of any query relating to service and all these conversations on mobile phone may be recorded in an IP address in the central computer at the divisional level for analysis.
9. To ensure payment of money orders in time correctly to the payees, all the postal users in the villages can be supplied with biometric cards which can be multi purpose cards for all postal transactions. Such cards can be funded as co-branded cards with other users like State Government and Banks. This system of introducing such cards will go a long way in providing efficient services in the rural areas and also cut down paper work. This will also reduce the cost of operations by reducing the checks at the higher levels in the system.
10. Same biometric card which has been proposed for Money order payment could be utilised for all financial transactions of the Post offices like Savings Bank, Recurring Deposits, RPLI, Bills collection and operating as an ATM card for receiving payments.
The delay in the transmission of Money orders can be overcome by switching over to the electronic transmission of Money Orders. This presupposes that all the delivery Sub Post offices are computerised and the cash arrangement in the Branch Post office is strengthened adequately.
Chapter 21
21.9
3. Extension of NSC/KVP sales to BOs Savings Bank:
With the improvement in the economy `Heads of Circles should examine the desirability of authorising issue of certificates in Branch Post office by way of issue of preliminary receipts and certificate being delivered next day after receipt from the Sub Post office.
4. Revision of SB withdrawal power of BPM:
Presently, the limit of Rs. 2000/- is in operation for immediate withdrawal by the BPM from a savings bank account. Keeping in view the erosion in the value of money and also the public demand for enhancing the limit of withdrawal, the independent power for Branch Postmaster may be enhanced to Rs. 5000/- for withdrawal.
5. Computerisation of BOs for SB operations:
Computerisation of Branch offices needs to be taken up on a massive scale to enable better accounting of transactions and efficient management of Savings Bank. This coupled with introduction of biometric cards which can also function as ATM cards will enhance the public facility in availing Savings Bank transactions.
Chapter 21
21.10
RPLI operations:
The computerisation needs to be expedited in order to make the RPLI operations efficient and cost effective. The public also will be able to get a better quality of service when once all the departmental post offices are computerised and networked. In addition to, the computerisation of departmental offices, there is need to provide point of sale terminals to Branch Post offices for the all transactions of the BOs including RPLI. This will considerably bring down the cost of operation in RPLI and also lead to a much higher level of satisfaction for servicing of insurants. There is need to market RPLI in a much better manner. RPLI scores over similar Insurance products. It is offered by a trusted Department like Department of Posts with a strong presence in rural areas. The premium is lower and bonus is higher. However, the variety and flexibility that is offered by other Insurance companies is lacking. During Public Survey conducted by the GDS Committee, the Public desired unit Linked Insurance Policies and Pension Policies to be introduced by the Department. The Department should quickly move in the direction of improving the service quality and offer a greater variety of products needed by the public.
Chapter 21
21.11
Bills collection:
Supply of computer to all the Sub Post offices and hand held Computers or PCs at Branch Post office will greatly enhance the present service facilities to the public in collecting a variety of bills.
Chapter 21
21.12
NREGS:
This scheme has to be seriously pursued in all the circles in a manner that leads to greater transparency in operation and cost effective implementation. The point of sale terminal has been implemented by the State Bank of India for its account holders in remote locations through the rural Post offices. The Department should quickly move in the direction of computerisation of the Branch Post offices wherever there is need for transactions like NREGS and also integration of all the transactions of the BOs adopting technology which has already been implemented. It is not possible to implement a scheme like NREGS in manual system. The Department needs to quickly adopt a proper computerised system for implementing NREGS. The problems like shortage of forms and stationery and the funds required for printing of the same, cash management of Post offices, provision of staff support at all levels with computerisation of all Branch offices is vital to the success of NREGS scheme and theses issues need attention at the highest level in the Department.
Chapter 21
21.15
The Department has been trying to move to a Central Base data management system with a single point data entry but has not been able to implement the system so far. There is an urgent need for the Department to implement this change process. All Sub Post offices in the country need to be inter-linked to a Central Data Base for generation of all the needed reports to reduce redundancy in so many points in the system. Implementation of computerisation in all the Branch Post offices which have minimum work load will produce dividends to the Department in as much as it will improve the efficiency and cost effectiveness of the transactions.
Chapter 21
21.16
Provision of Railway reservation through BOs:
One of the public demands has been that department should provide the facility of railway reservation at the Branch Post offices. The Post office supplied with computers/POS terminals can provide reservation facility.
Chapter 21
21.17
Sale of Recharge coupons of all mobile companies:
Another demand of the public has been that the BOs undertake recharging of mobile phones of various service providers. Once a mobile phone is supplied to Branch Postmaster, arrangements can be had with the service providers for authorising the BPM to recharge the mobiles through his cell phone. The BPM can also facilitate the public to use the mobile phone for making calls. The Department can also consider having a tie up with mobile companies to install GSM based coin operated mobile phones as has been done in some circles.
Chapter 21
21.18
Dissemination of knowledge:
The literature regarding dissemination of information relating to Health, Aids Control, National Literacy Programmes, various Government schemes for generating employment can be displayed free of cost in the Branch offices.
Chapter -23
23.9
1. Department may prescribe a separate citizen’s charter for the Branch Post offices laying standards for various transactions done at Branch Post offices.
2. The Citizen’s Charter and service standards have to be refined further after detailed discussions with the stake holders viz., staff, officers and members of the public.
3. The Department should provide transparent mechanism in payments under various services and the computerisation of Post offices can bring about transparency and accountability in rural Post offices.
4. Establishment of call centres with common toll free telephone numbers to enable the public to elicit information about all postal products and lodge complaints on service failures is recommended.
5. The Department may consider instituting consumer watch dog mechanism at National and circle levels to monitor adherence to service standards. An organisation similar to Ombudsman in Banks can be thought of to take care of the unresolved grievances of the public, overseeing the implementation of public expectations and maintenance of service standards.
Chapter -24
24.12
1. The Branch Post office should have good ambiance and provided with appropriate furniture and accessories to make the BO presentable. The GDS Committee recommends for supply of the infrastructural facilities detailed in para 24.3 of the report.
2. The Committee recommends for extension of orders for supply of Identity cards to all the GDS in the country uniformly as one time measure and the Divisional Heads be delegated powers to issue and supply of laminated Identity cards with provision of a clip. The periodicity for renewal of the Identity cards may be prescribed once in five years.
3. The Committee recommends to continue the supply pf umbrellas, gum boots and winter warm clothing like coat parkas, snow boots, snow goggles, head gear and water proof raincoats besides ensuring supply as per the periodicity.
Chapter -24
23.12
Provision of Books:
The provision of the following books to the Post offices needs to be ensured:-
1. Book of BO rules in regional language
2. Instructions for Mail Deliverers (in regional language chapter 13 of volume 6 part III.)
3. Literature on promotion of various small savings schemes
4. Literature on PLI and RPLI along with brochures and tables for calculation of premium
5. Book of information along with the latest postal tariffs
Revision of Book of BO Rules:
The Committee also recommends that the Book of BO rules be reviewed thoroughly and revised keeping in view the changes in operations.
Chapter -24
24.12.5
Supply of Stationery:
The instructions provide for supply of ½ kg of black sealing wax for every half year and good quality carbon paper by the Postal Stores Depot. These instructions should be reiterated and enforced. If the PSD is unable to supply, the divisional heads should be empowered for procuring locally and arrange their supply to all the BOs ensuring good quality sealing wax and carbon paper. In the event of computerisation, the BOs need to be supplied with quality computer stationery.
Chapter -24
24.12.6
Supply of Forms:
There should be a mechanism in the Regional and Circle office for a regular review of the stock position of all essential forms and action should be taken for their replenishment either through Regional Forms Depot or by resorting to local printing. Under all circumstances, a stock equivalent to next six months requirement needs to be kept as a reserve. The Postal Stores Depot should be provided with adequate quantity of white printing paper along with required budget for undertaking local printing of forms required for Branch Post offices and other Post offices.
Chapter -25
25.15
1. The Accounts office supervisory checks over the Branch offices need to be made rigorous with proper training of the personnel posted as Sub Postmaster and PAs supervising Sub Accounts work. A compilation of checks on daily accounts and other preventive vigilance checks like sending of the list of accounts which have not been received for entry of interest, high value withdrawals etc, be prepared for ready reference and compliance.
2. All the Departmental Sub offices need to be computerised to enable proper check of the functioning of Branch offices.
3. Keeping in view the enlarged role of effectively supervising the BOs and improving the quality of services, providing adequate assistance to the Sub Divisional Inspector who has now only the assistance of Mail Overseers, the earlier recommendation of Savoor Committee needs to be given a fresh look and posts of Assistant Inspector created in clerical cadre. If this is not found feasible for implementation a revised system for selecting young and meritorious persons to Mail Overseer cadre needs to be put in place.
4. The Committee recommends that the Mail Overseer recruitment rules should be revised to induct competent personnel and a training programme should be introduced for the incumbents appointed as Mail Overseers under the existing setup till the Department is able to upgrade the posts to P.A. cadre.
5. The Headquarters of the Mail Overseer should continue to be located at the Sub Divisional Headquarters and they should be given the work of visiting the BO in three quarters and Sub Divisional Inspector taking up detailed inspection in the fourth quarter. The Mail Overseers should be made responsible for the improvement of the Branch Post offices both in performance and financial viability. If the Department approves a revised system of recruitment for the existing Mail Overseers, they may be given a new role with a designation of rural postal supervisors.
6. There is need to improve the supervision of the rural Post offices through meticulous supervision at the level of the sub division. Computerisation of offices of SDI will help in efficiently managing the network.
7. There is need to take up a comprehensive review of the work of the Divisional Superintendents in the light of changes due to computerisation and introduction of new areas like Business Development, Technology Induction, Rural Postal Life Insurance.
8. Introduction of call centres which will bring the quality of services into focus providing continuous feedback on the performance of the network and will help in improving the supervision over the network.
Chapter – 26
26.7
At circle level while the Chief Postmaster General is responsible for efficient management of operations for the entire circle, the focus for rural operations may be entrusted to the BD group as a part of Business Development. In many circles the BD group is active and has been provided separate component of SAG & JAG Officers. At the circle level the needed attention to develop the business and partnerships in rural areas can be provided by the BD group. At regional level, the DPS be made responsible for rural operations with the urban operations entrusted to the PMG. While the PMG will continue to have overall responsibility for rural transformation, the Director will be mainly responsible for rural operations together with the other functions now entrusted to him. In circles where there is no separate BD group to provide focus, a set up under the CPMG can be created by diversion of posts. At the divisional level, assistance at the level of Deputy Superintendent/ Assistant Superintendent to pay exclusive attention in developing rural areas be provided. With the proposed strengthening of sub divisions by way of provision of Assistant Inspectors, the Sub Divisional level also will get needed strength to provide focus in rural transformation.