Tuesday, March 8, 2011
Monday, March 7, 2011
Challenges before India Post
India Post's recent initiatives, which include slotting itself in cyberspace through the ePost Office, are pointers to the manner in which the world's largest postal network can be better leveraged to strengthen the financial and communication infrastructure. The Internet and other affordable alternatives have hit the basic function of post offices: delivering letters and other mails. In India, as an answer to a question raised in the Lok Sabha reveals, the volume of mail traffic fell from 6,677.18 million pieces in 2006-07 to 6,391.15 million in 2007-08, and rose marginally to 6,540.90 million in 2008-09. That the figure for 1997-98 was 15,749.30 million points to the severity of the fall. Internationally too, there are clear signs of the Internet eating into postal systems. Developed economies, in particular, saw postal businesses slump further with the onset of the recession. Statistics provided by the Universal Postal Union (UPU) show that between 2008 and 2009 domestic mail volumes were down 12 per cent globally (translating to about 13 billion pieces). Although there are signs of recovery now, particularly in the parcel and express segments, fundamental challenges posed by the emergence of alternatives to the post remain.
India's expansion of telephone services — the number of telephone subscribers increased from 76.54 million in 2004 to 764.77 million in November 2010 — and the growth of broadband are important developments that could further eat into the letter-post. Against this backdrop, the ePost Office, through which customers can carry out some basic services such as Money Order transactions, marks the beginning of what could be a new chapter for India Post. Its agreement with the Unique Identification Authority of India (UIDAI) to work more closely in socio-economic areas with the provider of unique identity ID cards will be watched with interest round the world. An excellent way of strengthening India Post's finances would be to build on its biggest strength — as the world's largest postal network whose reach extends to all households in the country — and take a range of services closer to Indian residents: financial services and insurance products, for a start. Optimism over economic growth offers India Post an opportunity to correct its deficit-ridden balance sheets and also play a larger role in development by strengthening business-to-business and business-to-consumer segments. Making this change — while maintaining its key public service role as a provider of affordable services for a country of a billion-plus people — is the strategic challenge facing India Post.
Sunday, March 6, 2011
Friday, March 4, 2011
India Post 2012-A Visionery document Published by the Postal Directorate
Dear Comrades,
India Post 2012, A document Published by the Project Management
Unit of the Postal Directorate is reproduced here for the information
of the members and also the CHQ leaders. Please look in to the matter.
I invite the comments of the members on the subject.
India Post - 2012
Vision
India Post 2012 aims at transforming Department of Posts into a “Technology Enabled,
Self Reliant Market Leader”. This translates into 5 initiatives covering increased
market share and revenues, new products and services, improved service delivery,
motivated workforce and rural development
Self Reliant Market Leader”. This translates into 5 initiatives covering increased
market share and revenues, new products and services, improved service delivery,
motivated workforce and rural development
Project Over View
In August 2010 Cabinet Committee on Economic Affairs approved the ‘INDIA POST 2012’
IT Modernization project with a total outlay of 1877.2 crores.As part of 11th five year
plan, this IT modernization project has been undertaken in two phases. In Phase-I,
post offices up to double handed levels were supplied with IT hardware and in
Phase-II, the program has been built on 3 cornerstones as follows
IT Modernization project with a total outlay of 1877.2 crores.As part of 11th five year
plan, this IT modernization project has been undertaken in two phases. In Phase-I,
post offices up to double handed levels were supplied with IT hardware and in
Phase-II, the program has been built on 3 cornerstones as follows
Infrastructure – The project aims to establish Data Centre / disaster recovery
centres to house all transactions and data, nationwide networking of all post
offices including rural post offices, supply of computer hardware to non -
computerized post offices, mail offices and rural post offices with a vision
to create a fully managed, secure and centrally governed IT
centres to house all transactions and data, nationwide networking of all post
offices including rural post offices, supply of computer hardware to non -
computerized post offices, mail offices and rural post offices with a vision
to create a fully managed, secure and centrally governed IT
Project Implementation Structure
The IT Modernization project has been designed to be implemented in 8
contracts Rural ICT – Hardware: This vendor will supply and install Rural
ICT Hardware devices and provide for network connectivity to approximately
1.30 lakh GDS Post Offices which will enable post offices to perform all
transactions electronically.
contracts Rural ICT – Hardware: This vendor will supply and install Rural
ICT Hardware devices and provide for network connectivity to approximately
1.30 lakh GDS Post Offices which will enable post offices to perform all
transactions electronically.
Rural ICT – System Integrator: This vendor will develop the platform
for all applications that will reside in the Rural Hand held devices.
for all applications that will reside in the Rural Hand held devices.
Data Centre Facility: This vendor will provide centralized Data Centre
Facility for hosting all applications and Disaster Recovery Center.
Facility for hosting all applications and Disaster Recovery Center.
Core System Integrator: This vendor will be the core integrator for all
the applications that will run in the post and mail offices. The vendor will
deploy mail applications such as track & trace and point of sale and
develop applications for all accounting modules and personnel management.
The CSI will also create and manage India post website, a customer service
call center and introduce eCommerce solution for Department of Posts.
the applications that will run in the post and mail offices. The vendor will
deploy mail applications such as track & trace and point of sale and
develop applications for all accounting modules and personnel management.
The CSI will also create and manage India post website, a customer service
call center and introduce eCommerce solution for Department of Posts.
Financial Services System Integrator: This specialized vendor will
cater to deployment of Postal Banking & Insurance solutions; enabling
the department to perform anytime anywhere banking. The vendor will
also install 1000 ATMs and create mobile and web based access for all
the users.
cater to deployment of Postal Banking & Insurance solutions; enabling
the department to perform anytime anywhere banking. The vendor will
also install 1000 ATMs and create mobile and web based access for all
the users.
Network Integrator: This vendor will ensure networking of DoP’s
departmental offices across India and design DoP networks including
network security.
departmental offices across India and design DoP networks including
network security.
Mail Operations Hardware: This vendor will be responsible for procurement
of hardware for Postal and Mail Processing offices such as desktop computers,
printers, scanning devices/hardware and around 15,000 departmental postmen
device hardware.
of hardware for Postal and Mail Processing offices such as desktop computers,
printers, scanning devices/hardware and around 15,000 departmental postmen
device hardware.
Change Management Vendor: This vendor will be responsible to manage change
and prepare the staff for this massive IT modernization project of Department of Posts
by conducting surveys and understanding concerns of postal employees.
and prepare the staff for this massive IT modernization project of Department of Posts
by conducting surveys and understanding concerns of postal employees.
Project Over View
Software Solutions – Creation of integrated, modular software solution covering
Postal operations, Banking, Insurance, logistics, help desk and call centre.
The IT project also envisages accrual based accounting and centralized payroll
processing. The project will also bring in ecommerce solution enabling
India Post to make all web and mobile based transactions.
Postal operations, Banking, Insurance, logistics, help desk and call centre.
The IT project also envisages accrual based accounting and centralized payroll
processing. The project will also bring in ecommerce solution enabling
India Post to make all web and mobile based transactions.
Change/Project Management – The IT Project mandated changes in operational
procedures and processes. The Department has done a detailed business process
reengineering exercise and prepared the ‘To-Be’ document for future applications.
Therefore, during the implementation of the project, there would be an immense
requirement of employee participation and change management activities to
ensure readiness of employees to adopt the solution. The IT Project will carry out
this important activity by conducting workshops, training, re-skilling for
enabling change and addressing concerns and issues of employees. It will also cater
to communication and awareness at regular intervals to drive change.
procedures and processes. The Department has done a detailed business process
reengineering exercise and prepared the ‘To-Be’ document for future applications.
Therefore, during the implementation of the project, there would be an immense
requirement of employee participation and change management activities to
ensure readiness of employees to adopt the solution. The IT Project will carry out
this important activity by conducting workshops, training, re-skilling for
enabling change and addressing concerns and issues of employees. It will also cater
to communication and awareness at regular intervals to drive change.
Solution Development Approach: The vendor once onboard will design/develop
the solution across all India Post locations as per the implementation plan and
will follow the approach outlined Design Integration &
the solution across all India Post locations as per the implementation plan and
will follow the approach outlined Design Integration &
Benefits of the Project
Benefits for Customers
Better financial inclusion for the common man in the rural and semi-urban locations
at par with the urban locations, through mobile remittances, mobile banking, mobile
insurance etc.
at par with the urban locations, through mobile remittances, mobile banking, mobile
insurance etc.
Effective and transparent delivery of social security and employment guarantee schemes
Increased consistency and reliability in mail, parcels and logistics delivery system in line
with global standards
with global standards
Multiple channels of access to customers through post office counters, kiosks, internet,
mobiles, ATMs etc.
mobiles, ATMs etc.
Better visibility of various articles in the mail stream and transparency in financial services
such as banking, insurance etc. Improved customer satisfaction due to faster and more reliable
services in postal, logistics, banking, insurance and retail operations
such as banking, insurance etc. Improved customer satisfaction due to faster and more reliable
services in postal, logistics, banking, insurance and retail operations
Benefits for DoP
Significant enhancement in revenue & market shares as multitude of products will be improved
and new products/ services will be launched (e.g. eGovernance, Rural ICT)
and new products/ services will be launched (e.g. eGovernance, Rural ICT)
Better decision making and operational planning due to availability of management information
in a timely manner
in a timely manner
Potential reduction in the transaction cost and availability of manpower for redeployment in
marketing and other revenue generating capabilities
marketing and other revenue generating capabilities
Increased productivity and accountability
Benefits for Employees
Employees will have an opportunity to learn,build and enhance new skills and expertise
Reduction in manual work which will result in enhanced productivity levels
Opportunity to deliver enhanced IT enabled services to their customers leading to a significant
reduction in customer complaints
Improvement in employee engagement and empowerment
Provide an opportunity to work in an innovation based culture
Opportunity to be part of a growing and vibrant organization
Employees will have an opportunity to learn,build and enhance new skills and expertise
Reduction in manual work which will result in enhanced productivity levels
Opportunity to deliver enhanced IT enabled services to their customers leading to a significant
reduction in customer complaints
Improvement in employee engagement and empowerment
Provide an opportunity to work in an innovation based culture
Opportunity to be part of a growing and vibrant organization
Rural ICT and the GDS Employees
The Rural ICT solution aims to significantly improve the day to day operations performed at the Branch
Post offices in the following ways:
Post offices in the following ways:
1. All the Postal, Savings Bank, and RPLI functions would be performed through the devices; thus
manual record keeping would be reduced
manual record keeping would be reduced
2. The BO Daily Accounts and BO Summary would be automatically generated and electronically
sent to the accounts office/ central server
sent to the accounts office/ central server
3. Specimen Signature book would be replaced by an advanced biometric method of authentication
4. All new RPLI application forms will be processed through the devices thus resulting in faster
issue of policies
issue of policies
5. Improved disbursement of money orders at the branch post offices as a result of enhanced
cash management systems
cash management systems
6. Utility bills like telephone, electricity, water etc. can be accepted online through the device in the
future and electronic receipts can be given to the consumers
future and electronic receipts can be given to the consumers
7. MGNREGS payments shall be done using the Rural ICT devices allowing the GDS Post office
to validate the identity of an individual through biometric data, thus reducing verification time
and avoiding unauthorized users
to validate the identity of an individual through biometric data, thus reducing verification time
and avoiding unauthorized users
Wednesday, March 2, 2011
JAC CIRCULAR
JOINT ACTION COMMITTEE OF
ACCOUNTS & AUDIT EMPLOYEES & OFFICERS ORGANISATIONS
AUDIT LEKHA BHAWAN
15/1089-90, VASUNDHARA, P.O.VASUNDHARA, DT. GHAZIABAD, U.P, 201012
Ph. 0120-2881727/011-2578 5070
E-mail: auditflag1923@gmail.com/ v.aicaea@gmail.com
No: JAC/Circular -02/2011 Dated: 26th February, 2011
To
Chief Executives of Constituent Organizations &
Conveners, Local JACs
Dear Comrades,
The Apex JAC met in Delhi on 22nd February 2011. Following were present.
1. Com. M. S. Raja, Chairman, Apex JAC and Secretary General, All India Audit & Accounts Association
2. Com. V. Bhattacharjee, Convener, Apex JAC & Secretary General, NFCAA
3. Com. S. Mohan, Secretary General, All India Audit & Accounts officers Association
4. Com. T. Satyanarayana, General Secretary, All India Postal Accounts Employees Association
5. Com. G. P. Dutta, Secretary General, All India Defence Accounts Employees Association
6. Com. N. Srinivasan, General Secretary, All India Railway Accounts staff Association
7. Com. S.V. Deshpande, President All India Audit & Accounts officers Association)
8. Com. R. N. Gupta, ex-Secretary General, All India Association of Pay and Accounts officers (Civil)
9. Com. G. K. Gohain, Convener, JAC, Guwahati and Vice President All India Audit & Accounts Association
10. Com. A. K. Mehta, Convener, local JAC, Delhi and Vice President All India Civil Accounts Employees Association
11. Com. Partha Bhattacharjee, Working President, All India Railway Accounts Staff Association attended the meeting and
12. Com. S. K. Vyas, Chairman, Confederation of Central Government Employees and workers and Member, Standing Committee NC (JCM)
The meeting took the stock of the situation with reference to the call given for observance of Awakening Day on 15/02/2011. The reporting received so far by Apex JAC indicates that the programme has been implemented in select stations only.
As far as the issue of implementation of Arbitration Award on grant of higher pay scale to Sr. Accountants/Auditors with effect from 01.01.1986 is concerned, the meeting noted that through the matter was placed in the Parliament during monsoon session of 2010, it could not be tabled in the Parliament by the Government due to the intervention of Com. Basudeb Acharia, M P. Loksabha and also due to disruption of Parliament in the winter Session. It is expected that in all likelihood it would be introduced in the budget session of Parliament for rejection.
…………..2
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The meeting observed that, though the demand of grant of higher pay scale has been met with effect from 01.01.1996, but it is necessary to continue persuasion for settlement of this issue in the form of implementation of arbitration award to avoid danger of downgradation of status and Pay Scales of Accounts and Audit Cadres in future. The meeting therefore, decided that the issue shall be pursued.
The meeting also reviewed the status of Charter of Demands adopted by apex JAC and decided that on the following issues views of the Constituent organisations- after discussion in the respective decision making forums - may be sought for taking a final call.
- The demand “implement arbitration award on pay scales” may either be taken out of the charter of demands and pursued separately placed appropriately in the re-oriented charter of demands (furnished below).
- The JAC may focus on core/functional issue of Accounting and Auditing Organizations as the system is facing grave threat from the executive by holding a National Convention and through wide campaigns etc demanding Functional Independence to Audit & Accounting organisations. The issue of demanding “functional integration” may also be discussed and opinion there-on may be communicated.
The Apex JAC shall meet at Hyderabad on 11th April 2011. It is requested that every constituent organisation communicate their views on the above proposal before 11th April 2011.
With warm greetings,
(V.Bhattacharjee)
Convener
Charter of Demands
1. Implement arbitration award by granting higher pay scale notionally w.e.f.1-1-1986 and effectively w.e.f 1-1-2006.
2. upgrade LDCs by re-designating them as Acctts/Audit Assistants and following pay sales to different cadres-
Acctts/Audit Assistant PB-1 with Grade Pay Rs.2400
Accountant/Auditor PB-2 with Grade Pay Rs.4200
Sr. Accountant/Auditor/ Steno Gr.I PB-2 with Grade Pay Rs.4600
SO/AAO/PS PB-2 with Grade Pay Rs.4800
PB-3 with Grade Pay Rs.5400
On completion of 4 years.
Accounts/Audit Officer PB-3 with Grade Pay Rs.6600
Sr. Accounts/Audit Officer PB-3 with Grade Pay Rs.7600
3. Grant ACP on departmental hierarchy basis.
4. Grant one increment and Grade pay of Rs.4800 from the day of passing JAO/SOG examination.
5. Grant three increments on passing departmental confirmatory examination.
6. Step up pay of Senior Promotees who exhausted ACP in the event of junior drawing more pay and getting ACP in compliance with apex court judgment.
7. Grant recognition to Railway Accounts Staff Association.
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