Effect of OA No 1545 of 2017 filed before the Hon’ble CAT, Chandigarh Bench regarding Cadre Restructuring of Postmaster Cadre

Right decision will give right result....AIAPC is in right direction.

;bd

Synopsis of Legal Measures initiated by AIAPC

Synopsis of Legal Measures initiated by AIAPC

Sl	Case No	Name of the Court	Matter	Present Status
1	CW 6895 of 2015	Hon’ble Rajasthan High Court, Principal Seat, Jodhpur	‘Distinct Category’ for Postmaster Cadre towards recognition of AIAPC	Please Go to the Linkhttp://rhccasestatus.raj.nic.in/rhcpcis/  and Select Case Type as Civil Writ, provide Case No and Year and then click on ‘Get Data’
2	OA No 983 of 2016	Hon’ble CAT, Bangalore Bench	Writing PS Gr-B Examination by the Postmasters	Please Go to the Linkhttp://cgatnew.gov.in/catweb/bangalorenew/bangalorenew.php  and Search ‘Case Status’
3	OA No 818 of 2016	Hon’ble CAT, Jaipur Bench	100% Posts of Sr Postmasters for the Postmaster Cadre alone	Please Go to the Link http://cgatnew.gov.in/catweb/jaipurnew/jaipurnew.php and Search ‘Case Status’
4	OA No 1434 of 2017	Hon’ble CAT, Chandigarh Bench	One Time Relaxation for promotion to Postmaster Grade-II & III	Please Go to the Link http://cgatnew.gov.in/catweb/chandigarhnew/chandigarhnew.php and Search ‘Case Status’
5	OA No 1545    of 2017	Hon’ble CAT, Chandigarh Bench	Cadre Restructuring of Postmaster Cadre	Please Go to the Link http://cgatnew.gov.in/catweb/chandigarhnew/chandigarhnew.php  and Search ‘Case Status’
6	What Next?			To be filed soon

AIAPC is Made for P M Cadre

=>TeamAIAPC

An initiative of AIAPC towards Cadre Restructuring of Postmaster Cadre. Now it is in the hand of Hon'ble CAT,Chandigarh Bench

Click Here to view the original order

source://www.aiapcchq.blogspot.in

Seventh Central Pay Commissions recommendations regarding revision of pay scales for amendment of Service Rules/Recruitment Rules : DoPT

Seventh Central Pay Commissions recommendations regarding revision of pay scales for amendment of Service Rules/Recruitment Rules : DoPT

F.No.AB-14017/13/2016-E.stt.(RR)
Government of India
Ministry Of Personnel, Public Grievances and Pensions
Department of personnel and Training
Estt.-RR Division

North Block, New Delhi
Dated: 29th January, 2018

Office Memorandum

Sub: Seventh Central pay Commission’s recommendations — revision of pay scales amendment of Service Rules/Recruitment Rules

The undersigned is directed to refer to this Department’s 0M of even number dated August, 2016 on the subject mentioned wherein it was requested that as per the CCS (Rcviscd pay) Rules, 2016 issued by Department of Expenditure vide Notification dated 25th July, 2016, consequential amendment in the existing Service Rules\Recruitment Rules shall be made by the by substituting the existing Pay Band and Grade Pay by the new pay structure i.e. “LEVEL in the PAY MATRIX” straightaway without making a reference to the Deportment of Personnel and Training Public Service Commission (UPSC).

2. Subsequently, this Department has held meetings in October/November, 2016 with the administrative Ministries/Departments to review the progress in the implementation of the O.M. An important suggestion made in the meetings with respect to facilitating the process of consultation with the Legislative Department for drafting notification for amendment of RRs in accordance with 0M dated 9th August, 2016 and its Hindi translation so as to expedite the issue or notification. In this regard, this Department in consultation with Legislative Department prepared a model notification in English and Hindi for use of the Administrative Ministries/Departments. The same was issued for the use Of Ministries/Departments vide this Department’s 0M dated 18.01.2017.

3. Further, DoP&T vide 0M of even number dated 16.02.2017 sought information with regard to implementation of OM dated 09.08.2016. However, no significant inputs on the issue were received from the despite repeated requests.

4. In view of the above, a meeting under the Chairmanship of JS(E) with all Ministries/Departments was held on 04.01.2018. The Ministries/Departments were requested to furnish the details on the issue urgently so as to enable this Department to furnish a status repot for information of PMO. The detail of the data received from various Ministries/Departments as on 24.01.2018 has been compiled and annexed. All Ministries/Departments are requested to scrutinize the data pertaining to them as the annexure. In case some additions/corrections are required, the same may be communicated to this Division before 09.02.2048. In case no inputs are received, the data as indicated in annexure shall be treated as final.

sd/-
(Shukdeo Sah)
Under Secretary to the Government of India

Authority: www.dopt.gov.in

CLICK HERE TO VIEW DOPT ORDER

New dress code and Cap to the Postman by Ministry of Communication

Introduction new dress code and caps to the postman staff by the hon'ble minister for communications.

AIAPC Punjab Circle wishes "Happy Republic Day" to its viewers

AIAPC Punjab Circle wishes "Happy Republic Day" to its viewers

"Freedom in the mind,

Strength in the words,

Pureness in our blood,

Pride in our souls,

Zeal in our hearts,

Let's salute our India on Republic Day.

Happy Republic Day!"

Long live India Post Payments Bank

Time will tell whether IPPB will succeed, but the confusion surrounding the payments bank arm of India Post is pretty high at the moment

India Post has been providing deposit services to a large number of small customers across the country; it also has a limited remittance service. Photo: Bloomberg

A June 2016 report in Mint described India Post Payments Bank (IPPB) as the “hottest game in town”. Some 50 entities, including International Finance Corp., Barclays Plc., Deutsche Bank AG, Citibank NA and several state-owned banks were jostling to form different kinds of partnerships with the department of posts, or DoP, the promoter of the payments bank. Apparently, commercial banks, insurance firms and asset management companies were making a beeline to form equity partnerships, joint ventures and many other mutually beneficial arrangements with IPPB.

It’s almost a year since its first two “pilot” branches at Raipur (Chhattisgarh) and Ranchi (Jharkhand) were inaugurated by finance minister Arun Jaitley and minister of state for communications Manoj Sinha through video conferencing. Where are these banks, insurance firms and asset management companies? How has IPPB been doing? IPPB has a customer base of a few thousands and its deposit kitty is less than Rs1 crore.

The objective of this column is not to write an obituary of this initiative—something I had done not so long ago for Bharatiya Mahila Bank Ltd, a misadventure of the erstwhile United Progressive Alliance-led government. Of the 11 entities that had got the Reserve Bank of India’s (RBI’s) in-principle approval to set up payments banks so far, only four—including IPPB—have gone live and three have opted out even as another four are busy sorting out regulatory, technical and business issues. There seems to be something inherently wrong with the business model itself. On top of that, IPPB, being government-owned, has unique challenges.

Going by the RBI guidelines for payments banks, there is a need for transactions and savings accounts for the underserved in the population. Also, remittances have both macroeconomic benefits for the region receiving them as well as microeconomic benefits for the recipients. Higher transaction costs of making remittances shrink these benefits. So, the primary objective of setting up payments banks is to “further financial inclusion by providing small savings accounts and payments/remittance services to migrant labour workforce, low-income households, small businesses, other unorganized sector entities and other users, by enabling high volume-low value transactions in deposits and payments/remittance services in a secured technology-driven environment.”

Most of these services are currently provided by India’s mainstream banks, albeit with a degree of reluctance as these activities are seen to be loss-making. The challenge is how to make profits out of these services. IPPB started operations with a borrowed information technology (IT) platform from Punjab National Bank (PNB). How will a bank with very different objectives move ahead on the IT platform of a conventional universal bank? Can banking by surrogacy succeed in the payments space? A large number of bankers coming on board from PNB on deputation hasn’t helped the cause either.

Most regulatory constraints that universal commercial banks face are applicable to the payment banks as well even though their product line is thin and so are the revenue streams. IPPB, like all other payment banks (and small finance banks), is required to maintain 15% minimum capital adequacy ratio and also the cash reserve ratio, or the mandatory deposits with RBI on which it does not earn any interest (currently, it is 4% of deposits). On top of this, a payments bank needs to invest 100% of its demand deposits (it cannot take fixed deposits and recurring deposits) in government securities and deposits of scheduled commercial banks in the ratio of 3:1.

So, how will a payments bank make money? It cannot make money from deposits as the return typically is less than the cost of deposits; it can make money from payments transactions only if it has a robust, secured and comprehensive technology platform that enables clients and service providers to come together seamlessly and transact at an extremely competitive cost. The regulatory capital of Rs100 crore seems to be too little to create such infrastructure. RBI’s operational guidelines and regulatory controls give one the feeling that it wants to create banking fair price shops in the guise of payment banks.

IPPB currently offers savings bank deposits with 5.50% interest and a debit card to its customers in the two state capitals but there aren’t too many takers. Clearly, the postal bureaucrats in charge of the project do not have the nuanced understanding and skill to put up such a massive life-changing and technology-driven bank for the masses.

After using the PNB technology platform at the initial stage, IPPB is now looking for its own platform. DXC Technology (a former Hewlett-Packard Co. enterprise) will create the IT backbone. I wonder why only two bidders (DXC Technology and FIS) responded to the request for proposal, or RFP, issued by the DoP, and that, too, after cancelling the first RFP? For any large, complex project, an RFP is considered to be the heart and soul of the procurement. There were thousands of queries by the initial bidders but only one entity, Polaris Financial Technology Ltd, made a bid in the first round which got cancelled. Do the technology providers lack confidence in the viability of the business proposition?

It might be worthwhile to take a look as to what IPPB can offer which India Post cannot. India Post has been providing deposit services to a large number of small customers across the country; it also has a limited remittance service. So, IPPB needs to provide its customers with a robust and efficient payments facility without much complexity of transaction formalities, and at a cheap price.

Would this product line generate adequate revenue to have a healthy enough profitability to attract investors, or would it perennially depend on budgetary support?

It is not yet clear as to what is the business model being adopted by IPPB and whether the IT system being implemented would be comprehensive and adaptive enough to meet all the objectives.

Minister of state for communication Sinha, in a written reply to a question in the Lok Sabha recently, said IPPB expects to roll out 650 branches in April.

That’s good news.

But will they be sufficient to ramp up the operations? And, what will these branches do?

My understanding is that these bank branches (housed in India Post office outlets) will be the control office or back office while India Post, with its 150,000 branches, will be the corporate business correspondent of IPPB. In that sense, IPPB will be a faceless bank without any direct contact with its customers.

There are many questions to ask:

— Why has there been undue delay in starting any meaningful operations?

— Is IPPB’s operational dependence on the DoP too heavy, making it a weak protégé of the government department?

— Is the level of operational and administrative autonomy being enjoyed by IPPB adequate to frame its own strategy?

— Who is driving the project—the CEO of IPPB or executives of India Post?

(The CEO joined in October 2017, eight months after the project took off. None can miss the overwhelming footprint of the DoP executives who do not have either accountability or the acumen in defining the business strategy.)

— Is the operational architecture capable of infusing the much-required agility and efficiency of connecting India’s 650,000 villages and delivering banking services to millions at a very cheap cost?

What is worrying is that IPPB’s dependence on DoP is understood to be continuing even after the bank will be fully operational. For example, the connectivity of the bank for all its operations (proposed 650 offices, other access points, ATMs and hand-held machines to be used for transactions) will be through the existing DoP network. One can only hope that the technology shortcomings of DoP do not get replicated in the bank.

Time will tell whether IPPB will succeed, but the confusion surrounding the payments bank arm of India Post is pretty high at the moment. If the government aims to achieve deeper banking inclusion, it would be wise to let the board of IPPB and its top management decide on its strategy. Piggy-backing DoP will create an inefficient animal always looking for the indulgent patronage of its parent—far removed from India’s digital banking dream.

Finally, it looks like the feasibility of IPPB’s business is leaning heavily on being the gateway for all direct benefit transfers, earning a commission from the government. Is that a sufficient justification for a bank to exist? Instead of setting up IPPB, the government could have gone for a common back office service provider for all its transactions.

Tamal Bandyopadhyay, consulting editor at Mint, is adviser to Bandhan Bank. His latest book, From Lehman to Demonetization: A Decade of Disruptions, Reforms and Misadventures has recently been released.

Identification of posts in LSG cadre in Bihar circle

Caste decided by birth, can't be changed by marriage: SC

A person's caste is unalterable and can't change after marriage, the Supreme Court said on Thursday, setting aside the appointment of a woman teacher who joined Kendriya Vidyalaya 21 years ago taking benefit of reservation on the ground that she was married to a Scheduled Caste man. 

A bench of Justices Arun Mishra and M M Shantanagoudar said the woman, who has now become vice-principal after serving two decades in the school, was not entitled to the benefits of reservation as she was born in an upper caste family and her caste remained so despite marrying into a Scheduled Caste family.

"There cannot be any dispute that the caste is determined by birth and the caste cannot be changed by marriage with a person of Scheduled Caste. Undoubtedly, she was born in 'Agarwal' family, which falls in general category and not in Scheduled Caste. Merely because her husband belongs to a Scheduled Caste category, she should not have been issued with a caste certificate showing her caste as Scheduled Caste," the bench said.

The woman was issued a caste certificate in 1991 by the district magistrate of Bulandshahr certifying her as of Scheduled Caste. Based on the academic qualifications and caste certificate, she was appointed as a Post Graduate Teacher in 1993 at Kendriya Vidyalaya at Pathankot in Punjab. During the course of her service, she completed her M.Ed. 

Two decades after her appointment, a complaint was filed against her seeking cancellation of her appointment, alleging she had illegally taken the benefit of reservation without belonging to Scheduled Caste category. After conducting an inquiry, authorities cancelled her caste certificate and Kendriya Vidalaya terminated her job in 2015. Challenging KV's decision, she approached the Allahabad HC which dismissed her plea, and upheld her termination. She then approached the apex court for relief.

Taking into account her unblemished service of over two decades, the SC modified the HC order and said the order of termination from service shall be treated as the order of compulsory retirement. "While exercising leniency, we have also kept in mind that she has neither played fraud nor misrepresented before authorities for getting the caste certificate... No questions were raised against her till the complaint ... came to be lodged, even when the authorities had seen the high school certificate, marksheet etc. showing her caste as Agarwal..." the bench said.

Source:-The Times of India

Issuance of ATM/Debit Card to SB Accounts self operated by Minors beyond the age of 10 years: Department of Posts Order

Acute Shortage of staff - AIAPC Punjab Circle wrote letter to Hon'ble CPMG Punjab Circle to intervene

Central Civil Services (Leave) Second Amendment Rules, 2017

MINISTRY OF PERSONNEL, PUBLIC GRIEVANCES AND PENSIONS
(Department of Personnel and Training)

NOTIFICATION

New Delhi, the 1st January, 2018

G.S.R.08(E).-In exercise of the powers conferred by the proviso to article 309 read with clause (5) of article 148 of the Constitution and after consultation with the Comptroller and Auditor-General of India in relation to the persons serving in the Indian Audit and Accounts Department, the President hereby makes the following rules further to amend the Central Civil Services (Leave) Rules, 1972, namely:-

1. (1) These rules may be called the Central Civil Services (Leave) Second Amendment Rules, 2017.-(2) They shall come into force on the dale of their publication in the Official Gazette.

2. In the Central Civil Services (Leave) Rules. 1972 (hereinafter referred to as the said rules), in rule 54, in subrule (3), the words and subject to the other conditions laid down in rule 57 being satisfied, draw study allowance in respect thereof”‘ shall be omitted.

3. In the said rules, in rule 56,-

(a) in sub-rule (1) for the words "House Rent Allowanceand Study Allowance as admissible in accordance with the provisions of Rules 57 to 60. the words and House Rent Allowance" shall be substituted.

(b) in sub-rule (4), the words "as envisaged in sub-rule (2) of Rule 57," shall be omitted;

(c) sub-rule (5), shall be omitted.

4. In the said rules, rule 57, 58 and 59 shall be omitted.

5, In the said rules, in rule 60, in sub-rule (2), the words "and the Study Allowance" shall be omitted.

6. In the said rules, in rule 63, in sub-rule (1), in clause (i), the words "Study Allowance" shall he omitted.

[F.No.13023/1/2017-Estt.(L)]
GYANENDRA DEV TRIPATHI, Jt. Secy.

Note :

The principal rules were published in the Gazette of India, Extraordinary, Part-II, Section 3, Sub-section (i), vide number S.O.940 dated the 8th April, 1972 and have been subsequently amended as follows :

Source: DoPT

Mandatory use of Savings Account for credit of maturity/premature value monthly/quarterly/yearly interest in case of MIS/SCSS/TD accounts and investments from 1st December 2017 - Addendum III

Date extended to 01.04.2018 

Invitation of Applications for the Internship Scheme of the Department of Economic Affairs for the year 2018-2019

Invitation of Applications for the Internship Scheme of the Department of Economic Affairs for the year 2018-2019.

CLICK HERE TO DOWNLOAD DEPARTMENT OF ECONOMOC AFFAIRS ORDER

Post Office Interest rates from 2003 to 2018

Post Office Interest rates  from 2003 to 2018

1) Recurring Deposit(Qly Comp)

01.03.2003 7.50% Rs.728.90
01.12.2011 8.20% Rs.738.62
01.04.2012 8.40% Rs.746.51
01.04.2013 8.30% Rs.744.53
01.04.2014 8.40% Rs.746.53
01.04.2015 8.40 % Rs.746.53
01.04.2016 7.40% Rs.726.97
01.07.2016 7.40 % Rs.726.97
01.10.2016 7.30% Rs.725.05
01.04.2017 7.20% Rs.723.14
01.07.2017 7.10% Rs.721.23
01.01.2018 6.90%

2) Time Deposit (Qly Compd.)

1TD/2TD/3TD/5TD

01.03.2003 6.25/6.50/7.25/7.50%
01.12.2011 7.70/7.80/8.00/8.30%
01.04.2012 8.20/8.30/8.40/8.50%
01.04.2013 8.20/8.30/8.40/8.50%
01.04.2014 8.40/8.40/8.40/8.50%
01.04.2015 8.40/8.40/8.40/8.50%
01.04.2016 7.10/7.20/7.40/7.90%
01.07.2016 7.10/7.20/7.40/7.90%
01.10.2016 7.00/7.10/7.30/7.80%
01.04.2017. 6.90/7.00/7.20/7.70%
01.07.2017. 6.80/6.90/7.10/7.60%
01.01.2018. 6.60/6.70/6.90/7.40%

3) Monthly Income Scheme 

01.03.2003 8.00% 6yrs
01.12.2011 8.20% 5yrs
01.04.2012 8.50% 5yrs
01.04.2013 8.40% 5yrs
01.04.2014 8.40% 5yrs
01.04.2015 8.40% 5yrs
01.04.2016 7.80% 5yrs
01.07.2016 7.80% 5yrs
01.10.2016 7.70% 5yrs Payable mly
01.04.2017 7.60% 5yrs
01.07.2017 7.50% 5yrs
01.01.2018 7.30% 5yrs

4) SCSS'2004

02.08.2004 9.00%
01.12.2011 9.00%
01.04.2012 9.30%
01.04.2013 9.20%
01.04.2014 9.20%
01.04.2015 9.30%
01.04.2016 8.60%
01.07.2016 8.60%
01.10.2016 8.50% Payable Qly
01.04.2017. 8.40%
01.07.2017. 8.30%
01.01.2018. 8.30%

5) PPF(Yly Comp)

01.12.2011 8.60%
01.04.2012 8.80%
01.04.2013 8.70%
01.04.2014 8.70%
01.04.2015 8.70%
01.04.2016 8.10%
01.07.2016 8.10%
01.10.2016 8.00%
01.04.2017 7.90%
01.07.2017. 7.80%
01.01.2018. 7.60%

6)NSC(VIIIth Issue)5yrs(Yly comp)

01.03.2003 8.00% Rs.160.10 6yrs
01.12.2011 8.40% Rs.150.90 5yrs
01.04.2012 8.60% Rs.152.35 5yrs
01.04.2013 8.50% Rs.151.62
01.04.2014 8.50% Rs.151.62
01.04.2015 8.50% Rs.151.62
01.04.2016 8.10% Rs.147.61
01.07.2016 8.10% Rs.147.61
01.10.2016. 8.00% Rs.146.93
01.04.2017. 7.90% Rs.146.25
01.07.2017. 7.80% Rs.145.58
01.01.2018. 7.60%

7)NSC(IXth Issue)10yrs(HYly comp)

01.12.2011 8.70% Rs.234.35 10yrs
01.04.2012 8.90% Rs.238.87 10yrs
01.04.2013 8.80% Rs.236.60
01.04.2014 8.80% Rs.236.60
01.04.2015 8.80% Rs.236.60 

8) Kisan Vikas Patra(Yly Comp)

01.03.2003 8.40% 8yrs7mth
01.12.2011 8.70% 8yrs4mth
01.04.2016 7.80% 9yrs2mth
01.07.2016 7.80% 9yrs2mth
01.10.2016 7.70% 9yrs4mth
01.04.2017 7.60% 9yrs5mth
01.07.2017 7.50%. 9yrs7mth
01.01.2018 7.30%. 9yrs10 mth

9) Sukanya Samriddhi Account

01.04.2014 9.10% Yly Comp.
01.04.2015 9.20% Yly Comp.
01.04.2016 8.60% Yly Comp.
01.07.2016 8.60% Yly Comp.
01.10.2016 8.50% Yly Comp.
01.04.2017 8.40% Yly Comp
01.07.2017 8.30% Yly Comp
01.01.2018 8.10% Yly Comp