Saturday, January 21, 2017

Remarkable comments on GDS system by Shri Kamalesh Chandra Committee in its Report -2016

Dear Comrades,

After going through the GDS Committee Report, the Committee observations and comments on GDS system and on GDS beside on the part of Department and Govt are so impressive and courageous.

In brief, the comments are extracted here :

…..The GDSs working in the net work of GDS Post Offices are Ambassadors of Department of Posts, Ministry of Communications in the rural and remote areas of India……
…..The Govt of India still holds the same position and has so far held that the Gramin Dak Sevaks are not departmental employees. They are outside the Civil Services of the Union and shall not claim to be at par with the Central Government Employees……
……Currently, a large number of well educated, talented and capable youths are joining GDS posts and strengthening the GDS system and this trend is likely to propel growth of the Department in the coming days……
……. The Committee observed that in last several decades, the Department has not invested enough to strengthen the network of GDS Post Offices until recently……
……. The quality of life of GDSs and their family’s needs to be improved by  harmonizing their wages and other emoluments in tune with present day’s needs and aspirations of young GDSs joining the workforce….
……. The Committee also noted that a large number of them are totally dependent upon the emoluments received from the Department and has no other means of livelihood to supplement their income…….
…… The Committee views that the demand of regularization of their services is due to better emoluments, reliability and security of regular government service. The Committee noted that GDSs are exploited at the hands of their local supervisors because of existing wage structure and their legal status. The administrative powers such as “put off duty” are exercised on frivolous charges and frequently used for exploitation rather than as remedial measures.
…… The Department recognizes the engagement of GDSs as contractual, but the present method of engagement and disciplinary proceedings, job contents, risks and responsibilities are getting closer to the regular employees of the department….
…...that there is tendency to withhold the legitimate demands of GDSs which are due to them, based on the apprehension that they will get closer to regular employees and their claim for regularization will be strengthened in the Court of Law, if such demands are allowed. The Committee finds this as unreasonable and counter productive for the Department. It also deprives them of living a happy life in the changed situation where financial dependence on GDS position is increasing day by day because of shrinking alternate means of livelihood…….
…….the Department has lost its tag of having the largest network for providing financial services to the customers by decelerating expansion of network based on the assumption that GDS post offices are loss making and adding to the overall deficit of the Department….
….The Committee observed that the ‘Rationalization of Postal Network Scheme’ has also not worked on the expected line….. the Committee supports the demand for presence of postal facility in the headquarters of each of 2.50 lakhs Gram Panchayats and revamping of PSSK and FO Schemes my making it more remunerative as opening of regular or GDS Post Office in each of such location may not be feasible….
…….the GDS Post Offices, is around 45% of the total deficit (Net Expenditure – Revenue) of Rs.6258.60 crores and around 15% of the total expenditure of Rs.17894.58 crores in the Financial year 2014-15………..the Committee found that total expenditure on GDS system is far less than deficit of the Department.
………. Future survival of the Department will largely depend on the successful management of GDS Post Offices, which effectively for its “soul”.. It would be difficult for the Department to survive without the soul…..
…….trust of GDS network which enables the Department to deliver trustworthy services in each and every village of the country that can not be quantified in terms of revenue…
…..the Committee observed that the Sub Post Masters of single handed Sub Post Offices do not encourage Branch Post Masters to increase their workload as it results into increase in the workload of Sub Post Offices which they are unable to handle properly due to lack of manpower……
…… Sub Post Office by utilizing the services of capable and willing GDSs in the single handed sub post offices…..
….the India Post Payment Bank which is going to be rolled out shortly will use the strengths of the GDS net work and experiences of more than 2.60 lakhs trustworthy Gramin Dak Sevaks serving in the Department of Posts….

…..the GDS network can potentially wipe out the deficit (gap between the expenditure and revenue) of the Department and emerge as rural digital hubs for delivery of DBT and other postal, financial, remittance, third party and several e-services to the rural population and forming an integral part of fulfilling SABKA SAATH  SABKA VIKAS agenda of the Central Government.

General Secretary
source: GDS Committe Report (Executive Summary)

Friday, January 20, 2017

The GDS Committee Report

Committee's General Observations / recommendations are:

A) The GDS Post Offices also serves small savings needs of rural people who, as customers, are not adequately entertained by banks and thus GDS POs play a very important role in Financial Inclusion and Financial Literacy in the rural areas. The poor people especially women, feel more comfortable in approaching the village Post Offices rather than travelling to banks, because of their trust and confidence in local branch postmaster 

B) The Committee, however, observed that there is tendency to withold the legitimate demands of GDS which are due to them, based on the apprehension that they will get closer to regular employees and their claim for regularization will be strengthened in the court of law, is such demands are allowed. The Committee finds this as unreasonable and counterproductive for the Department. It also deprives them for living a happy life in the changed situation where financial dependence on GDS position is increasing day by day because of shrinking alternate means of livelihood. The Committee has recommended the Department should overcome this unfounded apprehension and accept reasonable demands of GDS in its own interest within the broad policy frame work of GDS system by keeping contractual nature of their duties intact till final decision of the Court on the legal status becomes known.  The Department should take suitable steps to increase the security of the job, prevent exploitation and increase income of GDS system within existing legal status. 

C) The Observation of the committee is, contrary to the perception which exist in many quarters that GDS POs are largely responsible for the deficit of the Department, as the committee found that total expenditure on GDS system is far less than deficit of the Department.

D) The committee further observed, that GDS Post Offices as a whole is nearly viable, as these offices are able to recover substantial amount of revenue to make good the expenditure incurred by the Department on GDS network. The committee therefore, is convinced that future survival of Department will largely depend on the successful management of GDS Post Offices, which effectively from its “soul”. It would be difficult for the Department to survive without the soul.

The Committee’s major recommendations are summarized below.

1.      The old system of payment of Time Related Continuity Allowance (TRCA) is dispensed with and replaced with a new wage payment system. Under the new wage payment system, 11 TRCA slabs are subsumed into 3 Wage Scales with two Levels each for BPMs and for other than BPMs One wage scale would be common for both the categories of GDSs.

New Wage Scales
1. 10,000               -           24,470 (Other than BPM Level 1)
2. 12,000               -           29,380 (Other than BPM Level 2 & BPM Level 1)
3. 14,500               -           35,480 (BPM Level 2)

2.      The minimum working hours of GDS Post offices and GDSs is increased to 4 hours from 3 hours.
3.      The new working hours for GDS Post Offices will be 4 hours and 5 hours only.
4.      The Level 1 GDS Post Offices/GDSs will have 4 hours as working hours and Level- 2 will have 5 hours as working hours.
5.      The Point System for assessment of workload of BPMs has been abolished.
6.      The new wage payment system is linked to revenue generation of GDS Post Offices. Under the new system, there will be no increase in wages of BPMs from Level – 1 to Level – 2 on the basis of workload but the same will be increased based on achievement of prescribed revenue norms which is fixed at 100% for normal areas and 50% for special areas which presently have 15% anticipated income norms.
7.      The GDS Post Offices not achieving the prescribed revenue norm within the given working hours will have to open GDS Post Offices for minimum of additional 30 minutes beyond the prescribed working hours.
8.      The GDSs BPMs will be paid Revenue Linked Allowance @10% beyond Level 2 wage scale if they will be successful in achieving revenue beyond prescribed norms.
9.      The GDS Post Offices has been categorized into A, B, C and D categories based on the revenue generation norms. The GDS Post Office in A category will achieve 100% revenue. The Committee has recommended a set of actions for each category of GDS Post Offices.
10.  The six approved categories of GDs are subsumed into two categories only. One category will be Branch Post Master and all other 5 categories of GDSs are subsumed into one Multi Tasking Category.
11.  The job profile of Multi Tasking GDS is expanded to include work such as Business Development and Marketing etc. Their jobs will no more be confined to their old designations. The Assistant BPM will assist BPMs for increasing revenue generation.
12.  The GDSs working in the GDS Post Offices will be known as Assistant Branch Post Master (ABPMs) and those working in the Departmental Post Offices will be known as Dak Sevak (DS).
13.  The minimum wage has been increased to Rs.10000/- per month and maximum to Rs.35,480/- per month.
14.  The rate of annual increase is recommended as 3%.
15.  A Composite Allowance comprising of support for hiring accommodation for GDS Post Offices as well as mandatory residence, office maintenance, mobile and electricity usage charges etc. has been introduced for the first time.
16.  Children Education Allowance @ Rs.6000/- per child per annum has been introduced for GDSs.
17.  Risk & Hardship Allowance@ Rs.500/- per month for GDSs working in the special areas has also been introduced.
18.  A Financial upgradation has been introduced at 12 years, 24 years and 36 years of services in form of two advance additional annual increases.
19.  The Celling of ex-gratia gratuity has been increased from Rs.60,000 to Rs.5,00,000/-.
20.  The GDS Contribution for Service Discharge Benefit Scheme (SDBS) should be enhanced maximum up to 10% and minimum up to 3% of the basic wage per month, whereas the Department should contribute a fixed contribution of 3% of the basic wage of the GDSs.
21.  The coverage of GDS Group Insurance Scheme has been enhanced from Rs.50,000/- to Rs.5,00,000/-.
22.  The contribution of Department in Circle Welfare Fund (CWF) has been increased from Rs.100/- per annum to Rs.300/- per annum.
23.  The scope of CWF is extended to cover immediate family members such as spouse; daughters, sons and dependent daughters in law in the scheme.
24.  The Committee also recommended 10% hike in the prescribed limits of financial grants and assistance in the Circle Welfare Fund.
25.  The Committee has recommended addition of Rs.10,000/- for purchase of Tablet/Mobile from the Circle Welfare Fund in the head “Financial Assistance from Fund by way of loans with lower rate of interest (5%)”.
26.  Provision of 26 weeks of Maternity Leave for women GDSs has been recommended.
27.  The wages for the entire period of Maternity Leave is recommended to be paid from salary head from where wages of GDSs are paid.
28.  The Committee has also recommended one week of Paternity Leave.
29.  The Committee has recommended 5 days of emergency leave per annum.
30.  Leave accumulation and encashment facility up to 180 days has been introduced.
31.  Online system of engagement has been recommended.
32.  The maximum age limit of 50 years for Direct Recruitment of GDSs has been abolished.
33.  Minimum one year of GDS service will now be required for GDSs for Direct Recruitment into Department cadres such as MTS/Postman/Mail Guard.
34.  Alternate livelihood condition for engagement of GDSs has been relaxed.
35.  Voluntary Discharge Scheme has been recommended.
36.  The Discharge age has been retained at 65 years.
37.  The Limited Transfer Facility has been relaxed from 1 time to 3 times for male GDSs. There will be no restriction on number of chances for transfer of women GDSs. The power for transfer has been delegated to the concerned Divisional head.
38.  The ex-gratia payment during put off period should be revised to 35% from 25% of the wage and DA drawn immediately before put off.
39.  The Committee has recommended preferring transfer before put off duty.
40.  The Compassionate Engagement of GDSs has been relaxed to give benefits to eligible dependents in all cases of death of GDS while in service.

Thursday, January 12, 2017

Outsourcing in the Department of Posts -reg

National Federation of Postal Employees
All India Postal Employees Union Group C
All India Postal Employees Union Postmen & MTS
All India Postal Employees Union GDS (NFPE)
Palakkad Division, Palakkad

The Senior Superintendent of Post Offices
Palakkad Division
Palakkad - 678 001.

NFPE/ORG/P  3 DLG   dated   the        09-01-2017

Sub :   Outsourcing in the Department of Posts -reg

                Your  attention is invited to the orders communicated to all offices vide B1/Misc dated 6.1.2017 on the subject.

            In the first instance, the contents of the instructions contained in the letter of CPMG referred in the letter ibid seems to have been misconstrued.  The CPMG's letter mention about the outsourcing restrictions and guidelines to be followed in the case of housekeeping and data entry works.  The back office work being arranged to the operational post offices are entirely different in nature.  Hence, curtailing the outsider engagement expenditure incurred towards such work in the Division is not at all justified.

            The requirement of supporting/executing back office work in the multi staffed offices arise when the limited staff is deputed to other offices, especially to C class offices. Also such requirement arise, when there is prolonged absence of staff in an office due to eligible leave, service courses etc.

            You will agree that in the above circumstances, adequate staffing of the offices is the prime responsibility of Divisional Administration.  Implementing restrictions on the above human resources deployment/utilization will only add pressure to the offices and staff in delivering their normal duties and in no way help in satisfactory function of the offices, retain and sustain the post office business.  The net result of implementation of the orders will be unsatisfactory performance of the Division.  We earnestly hope that the Divisional Administration will not leap towards such miserable action.

            If the restriction is considered necessary in terms of curbing expenditure, perhaps it may please be noted that no additional expenditure is incurred towards outsider engagements when the following realties are taken in to consideration.
            Vacancy  of Postal Assistants in the division                : 26+10=36
            (Including Untrained Pas)           
            No of Postal Assistants utilised as System Admin        :           6
            No of Postal Assistants utilised as ME / PRIP               :           2
            No of Postal Assistants utilised as IPs                             :           2
            No of Postal Assistants utilised in RMS                          :           1
            No of Postal Assistants filling up higher posts
            (PM Gr 1, PM Grd 2, LSG/HSG Parcel Hub etc)              :           8

            The above diversion of manpower of PA staff has a major contribution towards shortage of PAs faced by offices, as such the Cost factor of the above diversion/underutilization will be very much higher when compared to the expenditure incurred in terms of outsider engagement.  Therefore, the expenditure can be well justified.

            Hope you will give due consideration to the above conditions, facts and figures in the light of day by day implemented diversified projects in the department and take appropriate measures to maintain adequate staffing pattern of the offices in the Division.   Else, we caution with concern that the workforce in the division may be affected badly, prove detrimental to the overall performance of the Division.

            Yours sincerely,
                                                                                                                                                C Krishnadas
                                                                                                            Divisional Secretary

AIPEU Group C  Palakkad

Immediate renewal of Building agreement - Palakkad Fort SO

National Federation of Postal Employees
All India Postal Employees Union Group C
All India Postal Employees Union Postmen & MTS
All India Postal Employees Union GDS (NFPE)
Palakkad Division, Palakkad

The Senior Superintendent of Post Offices
Palakkad Division
Palakkad - 678 001.

NFPE/ORG/PGF/DLG   dated   the        09-01-2017

Sub :   Immediate renewal of Building agreement -  Palakkad Fort SO

            The office rent for Palakkad Fort SO was under arbitration and the Court judgment was delivered for allowing an amount of Rs. 10200/- (Ten thousand Two hundreds only).  Housing the Office in the same building was essential and justified in the interest of both DOP and the Public, as the office is in a prime location and the Office name has historical importance.  Hence it is clear that the Departmental motive then was to continue the office in the same location even if it warrants legal battle in terms of rental amount.

            Now, when the court verdict stands in favour of the Department and in normal course, the office rent agreement need to be executed with newly agreed rent, it is learnt that some officers are raising objections and trying to de-rail the smooth execution of the orders of court in the pretext of exploring possibilities to relocate the office and business audit etc.  This administrative imbroglio is delaying the process.   Continuing with such detrimental actions by the administration may result in losing the office space from the present location as happened to Kunnathurmedu SO and some other offices in the Division.

            NFPE cannot justify, tolerate such warped attitude being shown towards office building cases by the administration in general and that in the case of Palakkad Fort SO.  It is hereby cautioned that the onus of endurance of the office must be ensured at the earliest in top priority basis, dropping all unconstructive   proposals knit in the milieu.
            Yours faithfully
C Krishnadas
                                                                                                     Divisional Secretary

AIPEU Group C Palakkad

Tuesday, January 3, 2017


NFPE, Palakkad wishes Com D S Padma a very happy and prosperous retired life.