REPORT OF THE COMMITTEE

FOR REVISION OF NORMS FOR

DIVISIONAL OFFICE
ESTABLISHMENT &
INSPECTOR ESTABLISHMENT
(POSTAL SUB DIVISION)

Chaired by

Col. Sushil Kumar, IPoS

Postmaster General, North Karnataka Region
Dharwad, Karnataka

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 TABLE OF CONTENTS

Ch# Description Page #

CHAPTER-1: INTRODUCTION 04
1.1 Appointment of Committee
1.2 Terms of Reference
1.3 Methodology adopted by Committee 05
CHAPTER-2: HISTORICAL BACKGROUND 06
2.1 Division Setup
2.2 Divisional Offices
2.3 Sub Divisional Offices
CHAPTER-3: EXISTING NORMS 07
3.1 Divisional Offices
3.2 Sub Divisional Offices
CHAPTER-4: NEED FOR REVISION OF NORMS 11
4.1 Customer Needs & Business
Development
4.2 Digital India – IT Service Delivery
4.3 Administrative Efficiency & Control
4.4 Inspections
4.5 Customer Grievance Redressal
4.6 Customer Satisfaction
4.7 Futuristic Demands
CHAPTER-5: REVISED NORMS WITH JUSTIFICATION 18
5.1 Divisional Offices
5.2 Sub Divisional Offices
5.3 Expected Outcome
CHAPTER-6: Out of Scope 38
Annexures 39-424

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3|Page
 CHAPTER – 1 - INTRODUCTION

1.1 APPOINTMENT OF COMMITTEE:

Directorate vide Order No. Q-25/12/2023-PE-I-DOP dated 18-03-2024

constituted a Committee comprising of following Officers for revision of
norms for Divisional Office Establishment and Inspector Establishment (Postal
Sub-Division):

S No. Name & Designation Details of Committee

1 Col. Sushil Kumar, PMG NK Region, CHAIRMAN
Dharwad, Karnataka Circle
2 Ms. V. Tara, DPS NK Region, Dharwad, MEMBER
Karnataka Circle
3 Ms. Prabha Sharma, ADG (PE-I), Postal MEMBER
Directorate
4 Sh. T. Rama Sudhakara Rao, AD (Estt. & MEMBER & CONVENOR
Plg), O/o CPMG, Karnataka Circle
5 Sh. Dharmendar Kumar, Section Officer Co-opted MEMBER
(PE-I) Postal Directorate

The Committee worked under overall supervision and guidance of the CPMG,
Karnataka Circle.

The Chairman of the Committee nominated the following members to assist

the Committee in all aspects.

1. Ms Preethi C S, ASP (Est & Plg), O/o CPMG Karnataka Circle Bengaluru
2. Sh. Praveen F Ajagannanavar, IP (Plg) O/o PMG North Karnataka Region
3. Sh. Mohan S Malode, IP Sirsi North Sub Division under North Karnataka
Region

1.2 TERMS OF REFERENCE (ToR) OF THE COMMITTEE :

(i) Study the existing SIU norms and suggest amendments / revision /
Updation of norms for Divisional Office Establishment and Inspector
Establishment (Postal Sub-Division) in view of the digitization of postal
establishments and introduction of new facilities there.

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 (ii) Any other relevant recommendation as it may deem necessary or
examine any other matter referred to committee by the competent
authority.

1.3 METHODOLOGY ADOPTED BY COMMITTEE

i. A ‘work study’ should be carried out in the below mentioned identified

Postal Divisions covering all geographical aspects. An excel sheet has
been formulated covering total number of units / offices available in
the division as on date, each item of work/activity carried out by each
branch in the Postal Divisional Office including number of complaints /
public grievances handled electronically/physically in each Divisional
Office and to work out / measure the time taken for commencement &
completion of each item of work.

ii. The measurement of each item of work /activity carried out by each
incumbent of the branch in Divisional Office should be reckoned as
“Medium” speed instead of “faster” or “slower” in order to arrive at
logical & practical end results.

SL Name of the Circle Name of the Division

01 North East Mizoram
02 Himachal Pradesh Mandi
03 Uttarakhand Pithorgarh
04 Gujarat Kutch
05 Jammu and Kashmir Srinagar
06 Karnataka Vijayapura
07 Karnataka Mangalore
08 Karnataka Bengaluru South
09 Tamilnadu Chennai North
10 Chhattisgarh Bastar
11 Uttar Pradesh Ghaziabad
12 Rajasthan Jaipur City
13 West Bengal Andaman and Nicobar

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 CHAPTER – 2 HISTORICAL BACKGROUND
The existing norms for both Divisional and Sub-Divisional establishments, established
in the 1970s, are fundamentally based on the following primary factors:

1. Number of Offices (SO/BO).

2. Number of GDS staff and departmental staff.
3. Additional coefficient.

2.1 DIVISION SET-UP

The hierarchy of Administration runs from Directorate at the top level to Sub
Division at the lowest level. The Sub Divisional Heads (Inspector Posts and
Assistant Superintendent of Posts) and the Divisional Heads
(Superintendent/SSPOs) constitute lowest rung of administration who are
responsible for implementation and monitoring of departmental schemes
and propagation of Government schemes to the population at nook and
corners of the country and thus plays a pivotal role in success of all
schemes of the department and policies of the Government implemented
through the department.

2.2 DIVISIONAL OFFICES

Norms for justification of Divisional Establishment (Postal), Aggregate work
load and Clerical Strength of a Postal Division was prescribed during the year
1971 and these norms were prescribed based on (200) two hundred numbers
of Postal Divisions available at that time.

2.3 SUB-DIVISIONAL OFFICES

There were no specific norms to determine the size of the Postal Sub
Divisional Offices. Activities’ being attended by the Sub Divisional Heads were
never measured till date.

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 CHAPTER-3: EXISTING NORMS

3.1 DIVISIONAL OFFICES

DIVISIONAL OFFICE ESTABLISHMENT ( S I U STANDARD)

I (a) Divisional Superintendent of Post Offices
A –I
Units Co – efficient per unit
Gazetted Head Office 0.066
Non – Gazetted HO 0.048
HSG SO/LSG SO 0.007
T/S Sub Office 0.004
ED BO 0.0004
TOTAL
Add 40 %

A- II

(Here give the number of offices required to be inspected for a second time )

Non Gazetted HO 0.007

HSG SO 0.011
LSG SO 0.007
T/S Sub – Office 0.007

TOTAL of : (A)

B. Per Year 0.195

C. Per complaints OA in the Divisional 0.008
Office as calculated under SIU
formula.
D. Per other Dealing Assistant in the 0.053
Divisional Office as calculated under
SIU formula
Grand Total :

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Note : When the total is 0.9 or more, a Division is justified. When the total exceeds
1.3, an Assistant Superintendent is justified.
I (b) Aggregate workload of a Divisional Superintendent and the Assistant
Superintendent of post Offices.
A- I
Unit Co – efficient per unit
Gazetted HO 0.111
Non Gazetted HO 0.077
HSG SO 0.007
LSG SO 0.007
T/S SO 0.004
ED BO 0.0004
Total Add 40%

A-II

(Here give the number of offices required to be inspected for a second time by the
Divisional Superintendent /Assistant Superintendent in a year)

Non gazetted HO 0.007

HSG SO 0.011
LSG SO 0.007
T/S SO 0.007
Total of (A)
B. Per year 0.247
C. Per complaints OA in the Divisional 0.008 (Where there is a
Office as calculated under SIU formula Complaints inspector/2nd
office supervisor in
Divisional Office)
Or 0.088 (Where there is no
complaints inspector/2nd
OS in Divisional Office)
D. Other Dealing Assistants in Divisional 0.090
Office as calculated under SIU formula

Grand Total :

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 When the grand total is more than 2.6 , bifurcation of the Division is justified. If the
Division cannot be bifurcated due to administrative reasons a Dy. Superintendent of
POs can be provided in addition to the Asst Supdt of POs.

I (c) Clerical strength of a Postal Division

Sl. UNIT Co-efficient per unit

No.
1 Hos 0.200
2 SOs 0.050
3 BOs 0.002
4 PAs, LSG/HSG, SDIs (Group C other than 0.010
postmen)
5 Postmen 0.005
6 Lower staff (Group D) 0.002
7 ED Staff 0.001
8 Complaints per annum 0.0005
9 Registered newspapers 0.0002
10 Add (i) 20% of A for routine assistance

Total A
Total B
Add 10% of ‘B’ for leave reserve

11 Steno typist 1 Total staff justified :

Note:
1. Number of Pas includes Accountant.
2. 0.3 and above in the total staff justified to be rounded off to the next
integer.
3. Postal Division where:

a) There is a Gazetted head office, or

b) There are three or more non-gazetted HOs or HSG SOs or
c) The clerical strength including the LSG and HSG in
the Division exceeds 450, should be in Group A. All
others will be in Group B Divisions.

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 3.2 INSPECTORS ESTABLISHMENT

Item Co-efficient
1. Head office 0.023
2. Sub office 0.012
3. Sub offices in hilly area 0.013
4. Branch office 0.005
5. Branch office in hilly area 0.006
6. Departmental staff 0.001
7. Extra -Departmental staff 0.0004
8. Add per Sub-Division 0.41

Number of posts of Sub-Divisional Inspectors is worked out for Division as a

whole. Fraction of 0.5 and above to be rounded off to the next integer up to 3
Sub-Divisions and after that for a fraction of 0.75 and above.

Each Sub Division is worked out on the work load of 0.59 comprising items 1 to
5 of the standards and the co efficient of 0.41 is added to each constituted Sub
Division as shown below:

No of sub offices 80 X 0 .012 = 0.960

No of BOs 34 X 0. 005 = 0.170
Departmental staff 300 X 0.001 = 0.300
ED Staff 209 X 0.0004 = 0.0836
Total workload 1.5136 *

No. of Sub–Divisions justified

: 1.5136
= 2.5654
0.59

Co – efficient @ 0.41 per Sub – Division = 2.5654 X 0.41 = 1.05184*

Total work load 1.5136 *

Plus co-efficient 1.0518 *

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Total 2.5654 or 3 Sub – Divisions

Departmental staff like Mail/Cash Overseers, Postmen and Group D and ED Agents,
directly under the SDIs, should be taken into account for computing Departmental
and ED staff.

CHAPTER-4: NEED FOR REVISION OF NORMS

1. The working process of Post Offices in India has changed over the decades
and drastically in the recent years. This has had an impact on the time
factor(s) required for various functions and processes of Sub Divisional and
Divisional Offices in the Department. The age old current norms have become
redundant and less relevant in the IT Modernization era. With the introduction
more welfare measures of regular staff and GDS, with the introduction of
technology and further evolution of technologies that completed changed the
face of the department, the work load of all the cadres has increased many
fold in implementing the new technologies and welfare measures.

2. Determining the size of a Postal Divisional Office:

i. At present, number of Postal divisions was increased to more than 450

and different range of other offices / units viz., Nodal Delivery Centers,
Foreign Post Offices, Business Post Centers, Book now pay later/ Nodal
Business Centers, Parcel Packaging Units(PPU), FOLs, Dak Seva Kendras,
Dak Ghar Niryat Kendras, Passport Seva Kendras, Aadhaar Enrollment
and Updating Centers, International Business Centers have been formed
apart from HO, SO and BOs based on the introduction of new services &
Digitization in the Department. At present, Public Grievances are being
handled through different platforms i.e. CPGRAMS, Emails, CRM and
National Consumer Helpline (NCH) etc.

ii. Carried out ‘work study’ in the selected Divisions by formulating an excel
sheet covering total number of units / offices available in the division as
on date, each item of work/activity carried out by each branch in
Divisional Office including number of complaints / public grievances

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 handled electronically/physically in each division and to work out /
measure the time taken for commencement & completion of each item
of work.

iii. Measured the File (Paper) work being handled by the Divisional
Superintendent and to arrive average time required per handling each
file both receipt & dispatch including number of frequencies at the level
of Divisional Superintendent.

iv. Worked out Average time required in terms of number of days to attend
the Functional & Business activities such as DCDP, POSB, IPPB, BD, Non-
BD, RPLI/PLI, Technology, PMU, Mails/MMU including monitoring,
MNOP/PNOP, meetings, discussions, Conferences, redressal of
grievances, Marketing, Social Media, GeM procurement, Philately,
Investigation, Disciplinary & Vigilance Cases , Court Cases, FRAC
Building Cases, Recruitment & Examination, Establishment Review, Staff
matters, Review of IRs/VRs, Budgeting/Accounting & Welfare/ Sports.

v. Worked out Assistance (ASPs) to the Divisional Officer (SPOs/SSPOs).

3. Various services apart from regular traditional services that have been
added in the Department are briefly furnished hereunder.
i. Speed post service was introduced in the year Aug 1986.

ii. Rural Postal Life Insurance was introduced in the year 1995 to cover
the rural people of India under the insurance.

iii. Media Post service for advertizing the products of various

agencies/organizations to increase their visibility and outreach.

iv. Retail Post

v. Business Post was introduced in 1996 to cater to the needs of

customers who face shortage of time or manpower to save their
time.

vi. Mahatma Gandhi National Rural Employment Guarantee Scheme

wage disbursement through post offices was taken up in the
year 2006.

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 vii. Jeevan Pramaan ie Digital Life Certificate to pensioners was
introduced through post office from 30.06.2015 and lakhs of
pensioners are relieved from attending the offices physically.

viii. Aadhar updation and enrolment services were introduced in post

offices from 30.06.2017 in selected post offices across the country
nearer to the people.

ix. Magazine Post was introduced on 01.04.2022.

x. Gangajal bottles were made available to devotees across India

through post offices from July 2016.

xi. Deen Dayal Sparsh yojana was introduced in the year 2017-18 to
encourage the students to inculcate the habit of Philately.

xii. Dhai Akhar letter writing competition was introduced in the year
2017-18 to encourage the art of letter writing on various social
issues of the present world.

xiii. International Money Order service was introduced to send money

to other affiliated countries.

xiv. Common Service Centers were introduced in department in the

year 2020 to cater the needs of common people across the country.

xv. Post Office Passport Sewa Kendras were introduced in collaboration

with Regional Passport Offices across the country to extend pass
port services to the nearest place of residents of India.

xvi. Holy blessings schemes were introduced in collaboration with 67

holy shrines to offer their prayers and to receive prasadam on
auspicious days without physically attending those shrines.

xvii. Several other services like Logistics Post service, electronic

money orders, International EMS, International Tracked Packet
Services (ITPS), etc were introduced from time to time to cater to
the needs of customers.

xviii. In the process of introducing these services several Business

Processing Centres (BPCs), Speed Post Hubs, National Sorting
Hubs, BNPL Centres, Parcel Hubs, Nodal Delivery Centres, Foreign

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 Post offices were set up to faster the transmission and to decrease
the transit time of various categories of mails.

4. Customer Needs & Business Development

Presently, number of Postal divisions have increased to more than 450 and
different range of other offices / Units viz., Nodal Delivery Centers, Foreign
Post Offices, Business Post Centers, Book now pay later/ Nodal Business
Centers, Parcel Packaging Units(PPU), FOLs, Dak Seva Kendras, Dak Ghar
Niryat Kendras, Passport Seva Kendras, Aadhaar Enrollment and Updating
Centers, International Business Centers have been formed apart from HO, SO
and BOs based on the ever expanding needs of the customers and also
introduction of new services & Digitization in the Department leading to
Business Development.

5. Digital India – IT Service Delivery

Department is continuously striving to modernize itself with introduction

of computerization of SB records of Delhi Circle, followed up by the
digitization of PLI records, introduction of Multipurpose Counter Machines,
introduction of software modules in SBCO, introduction of megh doot
software modules, Sanchay Post software in SB Schemes etc. A mammoth
effort was made to synchronize all schemes and departments in post offices
with IT Modernization project 1.0 with software modules for DPMS/IPVS in
mails services, Finacle for various savings bank schemes, McCamish for
insurance schemes, HRMS for staff related matters, Darpan for Branch Office
Operations and Core System Integrator(CSI) to integrate all these sectors into
one entity. Further the IT Modernization Project 2.0 has started in the
Department to upgrade the latest techniques and latest compatible
equipment available in the market and to further reach the enhanced
customer satisfaction with real time transmission-delivery updation,
intimation through SMS of Savings Bank transactions, Mobile Banking
service, Internet Banking service, Insurance premium payments through
mobiles etc.

6. Administrative Efficiency & Control

i. The Inspector Posts, Assistant Superintendent of Posts and

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 Superintendent of Posts are key positions in this department that
play a crucial role in ensuring the smooth functioning of postal
services at the grass root level. These cadres constitute the Middle-
level managers and are the vital connecting link between
Department’s senior leadership on one hand and the field operative
personnel on the other side. The success or failure in any project of
the Department largely depends on the strength of these cadres as
they are in the pipeline of future leaders with a low attrition rate with
continuity in the department. The Administrative efficiency and
control of the Postal Divisions largely depend on the co-existence of
these cadres.

ii. These cadres play a crucial role in maintaining the trust of the public
by ensuring high-quality postal services accessible, affordable,
reliable and to achieve this, these cadres perform their duties with
diligence and dedication.

iii. Ensure efficient management of the day-to-day operations of the

postal service in their area of jurisdiction like delivery of mail on time,
high level of accuracy and attention in providing postal services

iv. Strive hard in maintaining high standards of customer service by

way of ensuring high standards of customer service, ie. the
customers receive prompt and courteous attention to their needs.

v. Play an important role in ensuring compliance with policies and

procedures of the Department of Posts and the Government in
general by ensuring that postal services are delivered efficiently
and effectively.

vi. Crucial in implementing new initiatives of the Department of Posts

and Government in general which constantly look for new ways to
improve their services and expand their reach to public.

vii. With high effective communication and reporting skills play a

important role to the success of the organization with effective
coordination with their superiors, colleagues, and subordinates, and
to provide timely and accurate reports on postal operations and
other relevant matters.

7. Inspections

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 The items of inspection in BOs/SOs/HOs have undergone phenomenal
changes from the date of issue of existing SIU norms and the standard
inspection questionnaires and visit questionnaires issued subsequently
modified/revised/amended and fresh questionnaires were issued from
Directorate from time to time and the same is being a continuous process.

8. Customer Grievance Redressal

Public Grievances are being handled through different platforms i.e.

CPGRAMS, Emails, CRM and National Consumer Helpline (NCH) etc.

9. The changing aspirations of customers in the Department are driven by

various factors, including technological advancements, demographic shifts,
and evolving societal values. Here are some key trends:

Shift from Traditional Services to Digital:

1. Online bill payments: Customers expect to pay bills online.

2. Digital stamp sales: Customers prefer to purchase stamps online.

3. E-post services: Customers seek digital postal services.

Convenience and Accessibility:

1. Self-service kiosks: Customers want easy access to postal services.

2. Mobile apps: Customers expect mobile apps for postal services.

3. 24/7 services: Customers demand round-the-clock postal services.

Speed and Reliability:

1. Fast delivery: Customers expect quick delivery of mail and packages.

2. Real-time tracking: Customers want to track their mail and packages

online.

3. Reliable services: Customers demand dependable postal services.

Security and Safety:

1. Secure online transactions: Customers expect secure online payment

options.

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 2. Data protection: Customers demand protection of personal data.

3. Safe delivery: Customers want secure delivery of valuable items.

Sustainability:

1. Eco-friendly packaging: Customers prefer environmentally friendly

packaging.

2. Carbon-neutral delivery: Customers seek carbon-neutral delivery

options.

3. Sustainable practices: Customers expect sustainable practices in postal

services.

Key Implications:

1. Digital transformation: DoP must invest in digital infrastructure.

2. Customer-centricity: DoP must prioritize customer needs and

preferences.

3. Innovation and experimentation: DoP must encourage innovation to

meet evolving customer demands.

By understanding the changing aspirations of customers in the

Department, it can deliver value that resonates with its target audience.

Customer Satisfaction

The look and feel of Post Offices was undertaken with introduction of
Finance Marts in post Offices. Implementation of Project Arrow in most
of the post offices across the country has equipped with modernization
of buildings and latest equipments. All possible efforts are undertaken
by the Department to increase reach out and meet customer satisfaction.

10. Futuristic Demands

The committee report will pave way for the reorganization of Sub divisions
based on the justification of the workload as per the proposed norms.

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 CHAPTER-5: REVISED NORMS WITH JUSTIFICATION

5.1 Divisional Offices

i. Divisions may continue to have sanctioned strength of One (01) Driver for
Inspection vehicle.

ii. In changed scenario, the roles and responsibilities of Stenographer, the work
culture has changed a lot. Divisional Superintendents are well-acquainted with
computer operations like MS-Word, Excel etc. They prefer doing the work on
their own instead of giving dictations in the present era of e-files.
Stenographers are now a day’s mainly attending telephone calls, fixing
appointment etc and Dictation work has almost stopped. The redefined brief
duties of Stenographer are as follows.

i. Attending telephone calls, fixing appointments etc.

ii. Maintaining of Calendar of engagements
iii. Monitoring Management
iv. Email Management
v. Consolidation of reports when one or more branches involved.
vi. Preparation of PPTs / Documentation for Divisional Heads / Sub
Divisional Heads Conferences etc.
vii. Maintenance of APARs, Special Reports, Memo of Services etc.
viii. Any other task specifically assigned by the Divisional Head.
ix. Preparation of Inspection/ Visit Reports, Fortnightly Report of SPOs /
any higher officer.

iii. As per Directorate letter no.Q-25/12/2023-PE-I-DOP dated 05.11.2024,

Committee members visited the 06 identified Divisions namely Bengaluru
South, Mangaluru, Vijayapura, Chennai City North, Jaipur & Mizoram on the
following dates and verified the time factor in minutes for activities covered in
each branch of DO, occasional job activities and arrived at the test check
figures.

SL No. Name of the Division Date of Visit

1 Bengaluru South 11.11.2024
2 Mangaluru 27.11.2024
3 Vijayapura 04.12.2024

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 4 Chennai City North 26.12.2024
5 Jaipur City 12.02.2025
6 Mizoram 03.03.2025

iv. The Sanctioned Strength of Clerical staff assessed in the above Six (06) verified
divisions includes the count of Divisional Office Accountant since Accountant
is also a PA cadre only.

A. Divisional Superintendent of Posts - Methodology for calculation

of Coefficient
The details of count of HOs, Divisions, Other units has been obtained from DoP
Annual Report 2024-25.

Total number of Head Post Offices in DoP: 810

Total number of Divisions: 469

Coefficient per unit arrived for Head PO = Total number of Head Post OfficesP
Total number of Divisions
i.e., 810/469 and divided by 100.

Similarly, the proposed coefficients arrived for other units are furnished below:

Co- Methodology for arrival

efficient of Coefficient
Units Count per Unit
(a) (b) (c) (d)
810/469 and divided by
Head Post Office 810 0.017 100
24286/469 and divided
Sub Post Office 24286 0.005 by 10000
139891/469 and divided
Branch Post Office 139891 0.003 by 100000
233/469 and divided by
Nodal Delivery Centre 233 0.005 100
823/469 and divided by
Business Processing Centre 823 0.018 100
Book now pay later / Nodal 47/469 and divided by
Business Center 47 0.001 100

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 1127/469 and divided by
Franchise Outlet 1127 0.002 1000
723/469 and divided by
PSSK 723 0.015 100
1013/469 and divided by
DAK Ghar Niryat Kendra (DNK) 1013 0.002 1000
442/469 and divided by
Passport Seva Kendra (PSK) 442 0.009 100
Aadhar Enrolment and Updation 13352/469 and divided
Centre 13352 0.003 by 10000
1408/469 and divided by
PPU 1408 0.003 1000
Per Dealing Assistant in the Coefficient arrived for
Divisional Office as calculated Clerical strength of a
under SIU formula 0.035 Postal Division / 10
Total
Total Add 20%
Grand Total

B. Workload of Divisional Head

 No. of Days
The total no. of activities such as no. of meetings/attending of VCs etc of
the Divisional Head works out to 243.3 and the co-efficient works out to
243.3/100 = 2.43 days in a month.

 Time taken for handling of files

Average time taken by the Divisional Head for handling of files in each
branch works out to 786.4 and the co-efficient works out to 786.4/100 =
7.86 which is equal to 07 hours 52 minutes in a day.

C. Reasons for addition of 20% to the total workload:

1. Time taken for handling of files of all the branches by the Divisional Head.
(10% has been assigned to this work)

2. Time taken for attending meetings, Video Conferences, Melas, DCDP, FRAC,
Divisional level inspections, Inquiries, conducting workshops etc. (5% has
been assigned to this work)

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 3. Attending Inspections / Visits to all the Post offices (5% has been assigned
to this work)

4. The logic applied for division by constant i.e.,10, 100, 1000, 10000 and
100000 shall be depending upon the total count of offices in units, tens,
hundreds and thousands and so on.

D. Based on the coefficients arrived, the workload of the identified 6

Divisions is tabulated below:

Divisional Superintendent of Vijayapura

Post Offices Dn

Co-effcient Vijayapur
Units Count per Unit a Dn Product
Head Post Office 810 0.017 1 0.01727079
Sub Post Office 24286 0.005 45 0.23302132
Branch Post Office 139891 0.003 353 1.05291094
Nodal Delivery Centre 233 0.005 0 0
Business Processing Centre 823 0.018 0 0
Book now pay later / Nodal
Business Center 47 0.001 0 0
Franchise Outlet 1127 0.002 0 0
PSSK 723 0.015 0 0
DAK Ghar Niryat Kendra
(DNK) 1013 0.002 3 0.00647974
Passport Seva Kendra (PSK) 442 0.009 1 0.00942431
Aadhaar Enrollment and
Updation Centre 13352 0.003 20 0.05693817
PPU 1408 0.003 3 0.0090064
Per Dealing Assistant in the
Divisional Office as calculated
under SIU formula 0.035 16 0.56
Total 1.94505166
Total Add 20% 0.38901033
Grand Total 2.334062

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Divisional Superintendent of
Post Offices Chennai City Dn

Co-
effcient Chennai
Units Count per Unit City Product
Head Post Office 810 0.017 2 0.03454158
Sub Post Office 24286 0.005 48 0.24855608
Branch Post Office 139891 0.003 0 0
Nodal Delivery Centre 233 0.005 1 0.00496802
Business Processing Centre 823 0.018 3 0.05264392
Book now pay later / Nodal
Business Center 47 0.001 0 0
Franchise Outlet 1127 0.002 0 0
PSSK 723 0.015 0 0
DAK Ghar Niryat Kendra (DNK) 1013 0.002 1 0.00215991
Passport Seva Kendra (PSK) 442 0.009 0 0
Aadhaar Enrollment and
Updation Centre 13352 0.003 32 0.09110107
PPU 1408 0.003 0 0
Per Dealing Assistant in the
Divisional Office as calculated
under SIU formula 0.035 27 0.945
Total 1.37897058
Total Add 20% 0.27579412
Grand Total 1.65476469

Divisional Superintendent of
Post Offices Mizoram Dn

Mizor
Co-effcient am
Units Count per Unit Dn Total
Head Post Office 810 0.017 1 0.01727079
Sub Post Office 24286 0.005 39 0.20195181
Branch Post Office 139891 0.003 417 1.24380697
Nodal Delivery Centre 233 0.005 1 0.00496802

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 Business Processing Centre 823 0.018 0 0
Book now pay later / Nodal
Business Center 47 0.001 0 0
Franchise Outlet 1127 0.002 0 0
PSSK 723 0.015 0 0
DAK Ghar Niryat Kendra
(DNK) 1013 0.002 11 0.02375906
Passport Seva Kendra (PSK) 442 0.009 0 0
Aadhaar Enrollment and
Updation Centre 13352 0.003 9 0.02562217
PPU 1408 0.003 11 0.03302345
Per Dealing Assistant in the
Divisional Office as calculated
under SIU formula 0.035 14 0.49
Total 2.04040228
Total Add 20% 0.40808046
Grand Total 2.44848274

Divisional Superintendent Mangalore

of Post Offices Dn

Co-
effcient Mangalore
Units Count per Unit Dn Total
Head Post Office 810 0.017 2 0.03454158
Sub Post Office 24286 0.005 52 0.26926908
Branch Post Office 139891 0.003 94 0.28037855
Nodal Delivery Centre 233 0.005 1 0.00496802
Business Processing Centre 823 0.018 0 0
Book now pay later / Nodal
Business Center 47 0.001 0 0
Franchise Outlet 1127 0.002 0 0
PSSK 723 0.015 0 0
DAK Ghar Niryat Kendra
(DNK) 1013 0.002 2 0.00431983
Passport Seva Kendra (PSK) 442 0.009 0 0
Aadhaar Enrollment and 13352 0.003 41 0.11672324

23 | P a g e
 Updation Centre
PPU 1408 0.003 0 0
Per Dealing Assistant in the
Divisional Office as
calculated under SIU
formula 0.035 18 0.63
Total 1.3402003
Total Add 20% 0.26804006
Grand Total 1.60824036

Divisional Superintendent of
Post Offices BG South

Co-
effcient BG
Units Count per Unit South Total
Head Post Office 810 0.017 2 0.03454158
Sub Post Office 24286 0.005 68 0.35212111
Branch Post Office 139891 0.003 20 0.05965501
Nodal Delivery Centre 233 0.005 4 0.01987207
Business Processing Centre 823 0.018 1 0.01754797
Book now pay later / Nodal
Business Center 47 0.001 1 0.00100213
Franchise Outlet 1127 0.002 3 0.00720896
PSSK 723 0.015 0 0
DAK Ghar Niryat Kendra (DNK) 1013 0.002 3 0.00647974
Passport Seva Kendra (PSK) 442 0.009 0 0
Aadhaar Enrollment and
Updation Centre 13352 0.003 42 0.11957015
PPU 1408 0.003 0 0
Per Dealing Assistant in the
Divisional Office as calculated
under SIU formula 0.035 20 0.7
Total 1.31799872
Total Add 20% 0.27
Grand Total 1.58799872

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Divisional Superintendent of Jaipur
Post Offices City Dn

Co-
effcient Jaipur
Units Count per Unit City Dn Total
Head Post Office 810 0.017 3 0.05181237
Sub Post Office 24286 0.005 66 0.34176461
Branch Post Office 139891 0.003 27 0.08053426
Nodal Delivery Centre 233 0.005 2 0.00993603
Business Processing Centre 823 0.018 1 0.01754797
Book now pay later / Nodal
Business Center 47 0.001 1 0.00100213
Franchise Outlet 1127 0.002 18 0.04325373
PSSK 723 0.015 0 0
DAK Ghar Niryat Kendra (DNK) 1013 0.002 9 0.01943923
Passport Seva Kendra (PSK) 442 0.009 0 0
Aadhaar Enrollment and
Updation Centre 13352 0.003 38 0.10818252
PPU 1408 0.003 2 0.00600426
Per Dealing Assistant in the
Divisional Office as calculated
under SIU formula 0.035 26 0.91
Total 1.58947712
Total Add 20% 0.3178
Grand Total 1.90727712

E. Revised norms for justification for creation of a Postal Division: As per the
revised coefficients arrived with respect to updated count of offices in a Postal
Division, calculations arrived in the identified Postal Divisions, it is recommended
that a Postal Division is justified when the total is 1.1 or more.

F. Bifurcation of a Postal Division: When the total work load of a Postal Division
is 3.3 or more, bifurcation of the Division is justified. If a Group-B Division cannot
be bifurcated due to administrative reasons, the Division may be upgraded to
Group ‘A’ Postal Division.

25 | P a g e
 G. Proposed norms to identify a Group ‘A’ Division:

Postal Division where:

a) There is a Gazetted head office, OR

b) There are three or more non-gazetted HOs OR three or more HSG
SOs or 07 LSG SOs OR
c) Clerical Strength including LSG, HSG-I & HSG-II in the Division
exceeds 300 OR
d) Count of Sub divisions more than 05.

Should be in Group A. All others will be in Group B Divisions.

H. Proposal to consider staffing norms proportionate to ASPs and Norms fixed

for Assistant Superintendent of Posts and Inspector Posts in Divisional
Office

Based on the analogy, the logic for calculation of Strength of Assistance to

Divisional Superintendents in Divisional Office is as follows.

SL No. of Office Assistants No. of ASPs / IPs justification

01 01-12 Dy SPOs in the case of Group A
Division/ ASP (Hqrs) in the case of
Group B Division
02 13-24 ASP (OD) OR Inspector Posts
03 25 and above One additional Inspector Posts can be
provided as justification of the post
should include the criterion of
Decentralization of Court Cases to the
Division concerned, Misc., work load in
Metro Cities etc.

I. Clerical Strength of a Postal Division - Methodology for calculation

of Coefficient
Time factor (in Minutes) arrived from 6 identified Divisions.

Name of the Bengaluru Jaipur Chennai Mangaluru Vijayapura Mizor

26 | P a g e
 Division South City North am

Time factor
52537 50100 61755 44400 35589 24942
(in minutes)

 Time factor in minutes from total of 6 Divisions = 269323 Minutes

 Average minutes (269323/6) =44887.17 mins

 Convert to Hrs (44887.17/60) = 748.11 hrs

 Average no of working days in DO =22 days

 No of working days per year (22*12) = 264 days

 No of staff hours per day = 8 hours

 Working hours per year in DO (264*8)= 2112 hrs

 Coefficient arrived (748.1194/2112) = 0.354223 rounded off to 0.35

Clerical Strength of the identified 6 Divisions is tabulated as follows:

Clerical Strength of a Postal Bengaluru South Division Methodology

Division to arrive
coefficient
Sl No Unit Count Coefficient Product
1 HOs 2 0.35 0.7 0.35*1
2 SOs 68 0.0875 5.95 0.35/4
3 BOs 20 0.0035 0.07 0.35/100
4 BPC, NDC, BNPL etc 13 0.0875 1.1375 0.35/4
(including Any other units
headed by the ASP/PS
Group B or Group A officer
)
5 Group B 59 0.0875 5.1625 0.35/4
6 Group C (all cadres) 920 0.00875 8.05 0.35/40
7 GDS 299 0.0035 1.0465 0.35/100
Total 22.1165
Add 20 % 4.4233
to total
No. of OAs justified 26.5398

27 | P a g e
 Clerical Strength of a Postal Vijayapura Division Methodolog
Division y to arrive
coefficient
Sl No Unit Count Coefficient Product
1 HOs 1 0.35 0.35 0.35*1
2 SOs 45 0.0875 3.9375 0.35/4
3 BOs 353 0.0035 1.2355 0.35/100
4 BPC, NDC, BNPL etc (Any 4 0.0875 0.35 0.35/4
other units headed by an
officer)
5 Group B 22 0.0875 1.925 0.35/4
6 Group C (all cadres) 237 0.00875 2.07375 0.35/40
7 GDS 624 0.0035 2.184 0.35/100
Total 12.05575
Add 20 % to 2.41115
total
No. of OAs Justified 14.4669

Clerical Strength of a Postal Mizoram Division Methodology

Division to arrive
coefficient
Sl No Unit Count Coefficient Product
1 HOs 1 0.35 0.35 0.35*1
2 SOs 39 0.0875 3.4125 0.35/4
3 BOs 417 0.0035 1.4595 0.35/100
4 BPC, NDC, BNPL etc 4 0.0875 0.35 0.35/4
(Any other units
headed by an officer)
5 Group B 23 0.0875 2.0125 0.35/4
6 Group C (all cadres) 237 0.00875 2.07375 0.35/40
7 GDS 1244 0.0035 4.354 0.35/100
Total 14.01225
Add 20 % to 2.80245
total
No of OAs Justified 16.8147

28 | P a g e
 Clerical Strength of a Postal Chennai City North Division Methodolog
Division y to arrive
coefficient
Sl No Unit Count Coefficient Product
1 HOs 2 0.35 0.7 0.35*1
2 SOs 48 0.0875 4.2 0.35/4
3 BOs 0 0.0035 0 0.35/100
4 BPC, NDC, BNPL etc (Any 4 0.0875 0.35 0.35/4
other units headed by an
officer)
5 Group B 75 0.0875 6.5625 0.35/4
6 Group C (all cadres) 1144 0.00875 10.01 0.35/40
7 GDS 122 0.0035 0.427 0.35/100
Total 22.2495
Add 20 % to 4.4499
total
No. of OAs Justified 26.6994

Clerical Strength of a Postal Jaipur Division Methodolog

Division y to arrive
coefficient
Sl No Unit Count 0.35 Product
1 HOs 3 0.35 1.05 0.35*1
2 SOs 66 0.0875 5.775 0.35/4
3 BOs 27 0.0035 0.0945 0.35/100
4 BPC, NDC, BNPL etc (Any 3 0.0875 0.2625 0.35/4
other units headed by an
officer)
5 Group B 53 0.0875 4.6375 0.35/4
6 Group C (all cadres) 945 0.00875 8.26875 0.35/40
7 GDS 201 0.0035 0.7035 0.35/100
Total 20.79175
Add 20 % to 4.15835
total
No. of OAs Justified 24.9501

29 | P a g e
 Clerical Strength of a Postal Mangaluru Division Methodolog
Division y to arrive
coefficient
Sl No Unit Count Coefficient Product
1 HOs 2 0.35 0.7 0.35*1
2 SOs 52 0.0875 4.55 0.35/4
3 BOs 94 0.0035 0.329 0.35/100
4 BPC, NDC, BNPL etc (Any 2 0.0875 0.175 0.35/4
other units headed by an
officer)
5 Group B 35 0.0875 3.0625 0.35/4
6 Group C (all cadres) 454 0.00875 3.9725 0.35/40
7 GDS 332 0.0035 1.162 0.35/100
Total 13.951
Add 20 % to 2.7902
total
No. of OAs Justified 16.7412

Reasons for addition of 20% to the total work load in wrapping the following
items of work.

1. All the Miscellaneous subject matters dealt by each branch.

2. Any subject matters which have not been covered in any branch.
3. Any new Schemes or Government projects taken up in future.

J. Committee proposed to revise nomenclature of various branches at present

available in Divisional Office to maintain the uniformity among all the divisions in
the country.

SL Existing nomenclature of the Proposed nomenclature of the Branch

Branch in Postal Divisional in Postal Divisional Office
Office
01 Establishment & Planning Establishment Management
02 Staff (B1) Staff & Personnel Management
03 Staff (B2) Staff & Personnel (GDS) Management
04 Accountant (C or E) Budget & Financial Management
05 Complaints Public Grievances Redressal Management

30 | P a g e
 06 Buildings (D) Estates Management
07 Mails (G) Mail & Parcel Operations
08 Stock (J) Inventory & Material Management
09 IR / VR Inspections & Audit Management
10 Miscellaneous (L) Coordination Management / O & M
11 PLI / RPLI Insurance Management
12 SB Banking Management
13 Technology Technology Management & Monitoring
Unit

K. MTS Strength in a Postal Divisional Office - Methodology for

calculation of Coefficient
Analysis of MTS Sanctioned strength:

• The average of the 12 Divisions taken (excluding Pithorgarh Division as no

data available)

• MTS proposed for Divisional Office = 3

• Calculation for arriving at 03 MTS is shown below:

• Total sanctioned strength of MTS in Divisional Office including the MTS

attached to SPOs/SSPOs = 45 Average = 45/12 which is equal to 3.75

• If 01 MTS is considered for every 08 OAs at DO, then also no. of MTS required
is 03 only excluding 01 MTS for the Divisional Superintendent.

• Each Postal Divisional Office should consist of 03 MTS based on the National
Average. Among the 01 MTS in a division, one MTS may be attached
exclusively to the SSP/SP of the Division and one MTS may be attached to
Central Registration (Receipts & Dispatch) Branch of Divisional Office. One
MTS may be attached to the 08 OAs and additional MTS may be attached to
the Divisional Office, if the sanctioned strength of OAs is above 8.

• Based on the above analogy, the logic for calculation of MTS Strength in
Divisional Office is as follows.

SL No. of Office Assistants No. of MTS Mapped and justified.

01 01-08 01
02 09-16 02
03 17-24 03 …. And so on.

31 | P a g e
 Annexure
Sl No Name of the Sanctioned Strength Sanctioned Strength
Division identified of "Office of MTS in Divisional
Assistants" Office including the
including MTS attached to
Accountant SPOs/SSPOs
(Excluding MTS,
Driver) in Divisional
Office
1 2 3 4
1 Chennai City North 24 5
Division
2 Kachcha Dn 15 4
3 Mandi Dn 15 3
4 Andaman & Nicobar 8 3
Islands
5 Mizoram Dn 7 3
6 Jaipur City Dn 23 6
7 Bastar Dn 9 2
8 Srinagar Dn 19 3
9 Ghaziabad Dn 18 2
10 BG South Dn 18 2
11 Mangalore Dn 16 4
12 Pithorgarh Dn
13 Vijayapura Dn 11 4
186 45
15.5 3.75

5.2 Sub Divisional Offices - Inspector Establishment

i. At present, many other activities have been entrusted to the post of Inspector
Posts (Public Grievances & Complaints) in addition to the core duties i.e.,
Handling Public Grievances & Complaints and hence, all the posts of Inspector
Posts (Public Grievances & Complaints) may be merged with Inspector Posts
and the same may be utilized either at Divisional Office or at Sub Divisional
Office based on the justification as per revised norms.

32 | P a g e
ii. The following are the list of indicative roles and responsibilities (not
exhaustive) of Inspector Posts in a Sub Divisional Office in addition to the
duties as enumerated in Postal Manual Volume VIII. However, all the job
activities will not be taken place at the same point of time and hence, it is not
feasible to measure each below mentioned activity as per SIU standards by
applying time factors, except Inspection of Branch Post offices and Sub Post
offices.

 Inspections/ Visits to BOs/SOs and other units in the Sub division

 Engaging Authority for DAK Sevaks and Assistant Branch Postmasters
(ABPMs) including Pre-engagement formalities.
 Maintenance of records of all MTS, Postman, Mail overseers, BPM, ABPM
and DAK Sevak including leave management etc.
 Maintenance of records pertaining to APARs for Departmental staff,
Building cases and Inspection Reports and its compliances.
 DARPAN Devices related work
 Disciplinary Authority for GDS/Postman/MTS
 Monitoring and attending of Court Cases
 Establishment Review of BOs/SOs
 Field level inquiries (PLI/RPLI death cases, Public complaints)
 Past Work Verification in Case of Resignation of a GDS
 High Value Verification
 FRMU Alert Verification
 Verification of Contractual MMS (ST) Bills.
 Field Training for GDS/Postmen
 Activities involved in conducting DCDP and related campaigns
 Prize Distribution for Awardees who have contributed in completion of
targets.
 Ascertaining Reasons for Non-Performance
 Data Related to PMA/MMU/Excess Cash/False Cash/EOD/GDS
 Individual Information on Aadhaar/PAN
 Daily Review of DOP Products and Other Products Work
 Infrastructure Related Data
 Field Units/GDS Related Data
 Past work verification and Investigation Claims
 Business Development activities of DOP Products

33 | P a g e
  POSB Mela
 Celebration of Various Days and special observances such as Savings Bank
Day and Mail Day.
 Ensuring Income to Costs at BOs
 MMU/PMU Monitoring
 Techno-Related Monitoring
 PMA / Aadhar related work
 Vigilance Monitoring
 Implementation of Welfare Programs including Terminal Benefits
 Monitoring Business Development Activitiesincluding SB/PLI/RPLI,
ensuring target achievement.
 Effective Monitoring of Mail Delivery
 Inventory and Cash Monitoring
 Verification of Silent Accounts
 Lease agreement of Building Cases
 Procurement and Maintenance of all kinds of Goods
 All CBS related works including ID Management
 Handling of RTI Applications
 Generation of e-PRAN
 Technology Related Work - Management of BPMs/Substitutes including
the registration, transfer, and deletion of BPMs and substitutes, ensuring
proper mapping for PLI transactions.
 Monitoring of BI and MIS Reports
 IPPB Responsibilities including End User Activation
 Verification and Submission of Reports
 Scheduling/ coordination of DOP/IPPB Meetings
 Verification of Transactions flagged by the IPPB corporate office.
 Monitoring of Mail Overseers, including reviewing diaries and VRs, is a
critical duty that requires adequate time allocation and oversight.
 SDBS for GDS
 Programs and Schemes of Government of India through Post offices

iii. To address the issue on fixation of the standard workload norms, each Sub
division should consist an average of 60 BOs and 10 SOs and this average
count of BOs / SOs may vary depends upon the geographical location or
functional / operational requirement (+ or – 5%) of the concerned division.

34 | P a g e
iv. In case, there are no BOs are exists in a division, an average of 24 SOs is to be
attached to a Sub division.

Clarification point: The recommendations stated above at 5.2 (iii) is

restricted to Re-organization of the Sub divisions and corresponding
justification for the Establishment of Inspector Posts. However,, the
justification for number of Postal Sub divisions, a separate methodology has
been framed and the same is furnished hereunder.

A. Justification for arriving no of Postal Sub Divisions -

Methodology for calculation of Coefficient
Our Methodology to arrive coefficient
proposed
Sl No Item coefficient
Total HOs/Total Sub Dns of all
identified divisions and again
1 HO 0.043 divided by 10
Total SOs/Total Sub Dns of all
identified divisions and again
2 SO 0.01223 divided by 1000
Total SOs/Total Sub Dns of all
identified divisions and again
3 Sub Office in hilly areas 0.01323 divided by 1000 + 0.001
Total BOs/Total Sub Dns of all
identified divisions and again
4 BO 0.00659 divided by 10000
Total SOs/Total Sub Dns of all
identified divisions and again
5 BO in hilly areas 0.00759 divided by 10000 + 0.001
Total Average of FOL + NDC+
Foreign Post + BPC + BNPL /
Nodal Business Centers + PPU +
DSK + DNK + PSSK + POPSK
6 Other Units (BPC, NDC .etc) 0.03 divided by 100
Same coefficient as per existing
7 Departmental Staff 0.001 norms
Same coefficient as per existing
8 ED Staff 0.0004 norms

35 | P a g e
 Total of all coefficients of all
identified divisions (Annexure III
9 Add per Sub Division 0.91 – Sheet 2)

i. Number of posts of Sub- Divisional Inspectors is worked out for Division as a

whole. Fraction of 0.5 and above to be rounded off to the next integer up to 3
Sub –Divisions and after that for a fraction of 0.75 and above.

ii. Each Sub Division is worked out on the work load of 1.1264 comprising items
1 to 6 {[HO + SO + Sub Office in hilly areas + BO + BO in hilly areas + Other
units (BPC, NDC)] * 10 }of the standards and the co – efficient of 0.91 is added
to each constituted Sub Division as shown below for Mangaluru Division.

Mangaluru Division
No of Sub Offices 52*0.01223 0.63596
No of Bos 94*0.00659 0.61946
Departmental Staff 489*0.001 0.489
GDS 332*0.0004 0.1328
Total workload 1.87722

No. of Sub- Divisions justified: 1.87722/1.1264 = 1.666566.

Co efficient @ 0.91 per Sub – Division = 1.666566 X 0.91 = 1.51657506

Total workload = 1.87722

Plus coefficient = 1.516575

Total 3.393795 or 3 Sub Divisions are justified.

Chennai City North Division:

No of Sub Offices 48*0.01223 0.58704

No of Bos 0*0.00659 0
Departmental Staff 550*0.001 0.55
GDS 424*0.0004 0.1696
Total workload 1.30664

36 | P a g e
No. of Sub- Divisions justified : 1.30664/1.1264 = 1.160014.

Co efficient @ 0.91 per Sub – Division = 1.160014 X 0.91 = 1.055613

Total workload = 1.30664

Plus coefficient = 1.055613

Total 2.362253 or 2 Sub Divisions are justified.

Jaipur Division:

No of Sub Offices 66*0.01223 0.80718

No of Bos 27*0.00659 0.17793
Departmental Staff 945*0.001 0.945
GDS 201*0.0004 0.0804
Total workload 2.01051

No. of Sub- Divisions justified : 2.01051/1.1264 = 1.784898793.

Co efficient @ 0.91 per Sub – Division = 1.784898793 X 0.91 = 1.624257902

Total workload = 2.01051

Plus coefficient = 1.624257902

Total 3.634767902 or 3 Sub Divisions are justified.

Vijayapura Sub Division:

No of Sub Offices 44*0.01223 0.53812

No of Bos 353*0.00659 2.32627
Departmental Staff 257*0.001 0.257
GDS 624*0.0004 0.2496
Total workload 3.37099

No. of Sub- Divisions justified : 3.37099/1.1264 = 2.99271129.

Co efficient @ 0.91 per Sub – Division = 2.99271129 X 0.91 = 2.72336701

37 | P a g e
Total workload = 3.37099
Plus coefficient = 2.72336

Total 6.09435 or 6 Sub Divisions are justified.

Bengaluru South Division

No of Sub Offices 68*0.01223 0.83164

No of Bos 20*0.00659 0.1318
Departmental Staff 979*0.001 0.979
GDS 299*0.0004 0.1196
Total workload 2.06204

No. of Sub- Divisions justified : 2.06204/1.1264 = 1.830646.

Co efficient @ 0.91 per Sub – Division = 1.830646 X 0.91 = 1.665888

Total workload = 2.06204

Plus coefficient = 1.66588

Total 3.72792 or 3 Sub Divisions are justified.

Mizoram Division:

No of Sub Offices 39*0.01223 0.47697

No of Bos 417*0.00659 2.74803
Departmental Staff 258*0.001 0.258
GDS 1244*0.0004 0.4976
Total workload 3.9806

No. of Sub- Divisions justified : 3.9806/1.1264 = 3.533913352.

Co efficient @ 0.91 per Sub – Division = 3.533913352 X 0.91 = 3.21586115

Total workload = 3.9806

Plus coefficient = 3.215

Total 7.1956 or 7 Sub Divisions are justified.

38 | P a g e
Coefficient @0.91 is arrived by average of 56 sub Divisions and divided by 100.
(Detailed calculation available in attached PPT)

 Total coefficient = coefficient of no of offices under sub division + coefficient of

number of offices to be inspected for second time.

B. Clerical Assistance to Inspector Posts (Sub Divisional Officer):

i. Present Set up of Sub Divisional Office: The present set up of assistance to

the Inspector Posts through Mail Overseers is inappropriate based on the
current trend of delivery of services especially at the Branch Office level
through digital mode. The quality of the work of many Mail overseers is poor
at the Sub divisional level, especially in the area of carrying out quarterly visits
to the BOs according to their Beat map and no proper vigilance check at the
BOs which grounds huge amount of Loss & Fraud cases coming into the light
in the recent past.

ii. At present, many of the Sub divisions are being manned with single Mail
overseer instead of two Mail overseers though there is justification in the sub
division based on the count of offices and Sanctioned strength of Posts.

iii. The Mail overseer is a Postmen cadre and many of the Postmen either Senior
or junior are not willing to work as Mail overseers in the Sub divisions which is
the core practical issue in the Divisions for posting of a Mail overseers to the
Sub divisions. As a result, many sub divisions are functioning without the
availability of Mail overseer and it impacts the whole sub division and
ultimately failure in implementation of new policies or projects of the
Government at the end user level i.e., Branch Post office level.

iv. Proposed Set up of Sub Divisional Office: In view of the circumstances as

detailed above, it is proposed to permanently create sanctioned strength of
two (02) posts of Postal Assistants in the Sub divisional Office by surrendering
the posts of Mail Overseers to the Operative side.

v. Both the Postal Assistants will attend the quarterly visits in addition to the
work activities / job duties entrusted to them in the office. In addition to the
visits, detailed roles and responsibilities must be defined to both the Postal

39 | P a g e
 Assistants by the Inspection (SIU unit) Division, Directorate in consultation
with other functional divisions in the Directorate.

vi. Each Postal Assistant should visit on an average of 30 BOs for four quarterly
months in a calendar year as per the tour program approved by the Inspector
Posts concerned. The count of BOs may vary depends upon the geographical
location or functional / operational requirement (+ or – 5%) of the concerned
Sub division.

vii. The tour program for visits to BOs of both the Postal Assistants may be
prepared in such a way that at least one Postal Assistant should be available in
the office for clerical assistance to the Sub divisional Head as per the list of
Job activities proposed to the Postal Assistants.

viii. (01) One GDS may be set up / created in each sub division to attend as DAK
Sevak instead of MTS Assistance in the Sub divisional office considering the
more outside activities for the Sub divisional Head.

5.3 Expected Outcome

The present factors/coefficients on Divisions / Sub Divisions were issued based on
SIU norms way back in 1970s when most of the above schemes, works do not find a
place while calculating and formulating the factors and coefficients. In view of the
duties and responsibilities attached to these cadres as explained in the report and in
view of a efficient administration at the grass root level, there is a need to increase
the existing factors and coefficients. The expectations of the recommendations of the
committee prepare the ground for improved Accuracy & Transparency, Enhanced
comparability, increased efficiency and Data quality, Better Decision-making & Policy
making in both the Divisional Office and Sub Divisional Office.

6. Out of Scope items with respect to the ToR of the Committee:

1. Inspector Posts / ASPs working in Regions and Circles.
2. Inspection / Visits related work (as per SIU norms) being carried out by
the Inspector Posts at the field units.
3. Sub Divisional Headquarters Office with ambience and SOA of 500 to
600 Sq ft
4. Uniform Fixed Road mileage per month

40 | P a g e
Annexures:
As per Directorate letter no.Q-25/12/2023-PE-I-DOP dated 05.11.2024, teams have
been verified the work study reports in at least half of the identified Divisions i.e., not
less than 06 divisions and the details are Vijayapura Division, Mangaluru Division, BG
South Division, Jaipur City Division, Mizoram Division, Chennai City North Division.
The procedure followed in respect of verification of work study report is furnished
hereunder.

1. Consulted each Office Assistant who is actually attending the dealing branch
in Divisional office and discussed about the list of distributed work / Job
activities in the said branch.

2. Also, discussed with each dealing assistant with respect to each job activity
and its sub activities involving steps from end-to-end cycle.

3. Verified the data measured by the Office Assistant / concerned Supervisor and
accordingly, modified or unaltered the same based on the verifiable facts and
figures, sub activities involved in each activity.

4. The test check figures mentioned against each activity is the measurement of
a Job activity from start point to end point during its process, irrespective of a
day or a week or an occasional work.

5. The Job activity has been measured in the minutes from start point to end
point for all the sub activities spread across different dates in a day or a week
or a month or a year.

1. Annexures are attached to the report.

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