synopsis of memorandum

I N D E X
Chapter
Number
Contents
Pages
1
Introduction
From
01
To
04
2
Organisation
05
09
3
CRPF – A Professional Group
10
14
4
Women in CRPF
15
17
5
Consideration for determining salary for CRPF
18
29
6
Grant of CRPF Service Pay
30
34
7
Pay - General Duty (Non-Gazetted Officers)
including Tradesmen
35
41
8
Pay – Group ‘A’ officers (Executive)
42
57
9
Pay-Medical Cadre
58
74
10
Pay- Signal & Ministerial Cadre
75
82
11
Special Pay/Allowance
83
87
12
Allowances into different Grids
88
92
13
Allowances, Benefits and Amenities
93
115
14
R e ti r e me n t b e n efi t s
116
120
15
Capacity building and work improvement
121
125
16
Synopsis
126
136
1
CHAPTER – 1
CENTRAL RESERVE POLICE FORCE
INTRODUCTION
1.1
The CENTRAL RESERVE POLICE FORCE (CRPF) was raised on 27th July 1939 as
‘Crown Representative’s Police’, to assist the Princely States in maintaining law
and order. After independence, need for a CENTRAL POLICE FORCE to discharge
obligations of Central Government in connection with maintenance of serious
cases of law and order in the states, was
felt.
Accordingly, the Crown Representative’s
Police
which had earned laurels during preceding
years
was rechristened as ‘THE CENTRAL
RESERVE POLICE FORCE’ by an Act of
Parliament in 1949. This Force was placed
under
the administrative control of Ministry of
Home
Affairs essentially as a Striking Reserve at
the
disposal of Central Government to assist
the
State Governments and Union Territories. The Force has grown from only two
Battalions in 1948 to 231 Bns with a total strength of 3.03 lakh personnel. The
activities of the Force are regulated under the rules and regulations formulated
by Government of India in the year 1955.
1.2
A versatile Force, CRPF is entrusted with varied nature of duties within the
country and abroad. 81% Force is presently deployed in high intensity conflict
J&K AREA
LWE AREA
NE AREA
theatres
fighting Maoist violence in remotely located
LWE Areas (37%), militancy in
J&K (28%) and countering multiple ethno centric insurgencies in North East
(16%). Remaining force is deployed frequently for tackling serious Law & Order
situations around the country.
1.3
CRPF, today remains the main Force in the conduct of elections, managing
agitations, religious congregations, protecting VIPs and securing critical national
assets. The Rapid Action Force, a dedicated wing of CRPF, is frequently
requisitioned to deal with grave and emergent riotous situations in the country
and to restore law and order.
The Force has been in the forefront of
International Peace Keeping Missions in places like Haiti, Kosovo, Liberia etc. A
gender sensitive Force, CRPF has three Mahila battalions which are engaged in
protecting vulnerable groups of women and children in conflict zones. Besides,
it is having three NDRF battalions to provide specialized response during
management of calamities and disasters.
2
1.4
COBRA
1.5
Though the management of internal order under the constitutional provisions, is
the responsibility of State Governments, the growing complexity of internal
security threats and its deepening linkages with external environment and the
inability of State police organizations to effectively deal with existing and
emerging security challenges has envisaged a greater role for CRPF in present
times. Though role of CRPF was envisaged as Striking Reserve only to be used
for short durations to assist the civil administration of the State Governments in
maintenance of the order, now more than 81% of the Force is continuously
engaged in high intensity conflict zones and there is a tendency of states to
keep CRPF deployed on regular basis.
1.6
The ever increasing requirements of maintaining the internal security has, led
to a massive expansion of the Force in the last few years. After the
recommendations of the GoM, made in the aftermath of Kargil War, wherein the
CRPF was designated as the principal counter insurgency Force of the country,
the deployment of the Force has gone up immensely in all the three high
intensity conflict theatres. This has necessitated the Force not only to upgrade
its infrastructure, training, technology etc but also to evolve its own doctrine of
counter insurgency to tackle the complicated challenges to internal security
which are now borne out of the interplay of subversive, fissiparous and divisive
forces.
1.7
Over the years, the range of duties, nature of deployment and operational
requirements of the Force have expanded phenomenally. Consequently, the
CRPF has been overworked and over stretched, and often utilized in adhoc
manner also putting it under pressure to maintain combat worthiness,
3
performance, training preparedness and organizational cohesiveness.
Prolonged deployment in sensitive areas and resultant stress is also affecting
psychological preparedness of its personnel.
1.8
Mission statements and role for the Force are enumerated :a)
MISSION
The mission of the Central Reserve Police Force shall be to enable the
Government to maintain Rule of Law, Public Order and Internal Security
effectively and efficiently, to preserve National integrity and promote
Social Harmony and Development by upholding supremacy of the
Constitution.
In performing these tasks with utmost regard for human dignity and
freedom of the citizens of India, the Force shall endeavour to achieve
excellence in management of internal security and national calamities by
placing Service and Loyalty above self.
b)
ROLES
i.
ii.
iii.
iv.
v.
vi.
1.8
In
To provide effective aid to States/UTs on demand and upon being
deputed by the Central Government and to do so for
restoring/preserving law and order including anti-terrorist, antimilitant, anti-insurgency duties and to bring grave riotous situations
under control.
To provide assistance to states and UTs in relief and rescue
operations and disaster management in the event of natural
calamities.
To develop organizational systems, processes and skills
within
CRPF to make Bns/Coys more effective.
To co-ordinate with Central/State Government to ensure optimum
utilization of the Force.
To mutually share information and intelligence relating to Internal
security including law and order, communal disturbances, terrorism
and insurgency with Central and State Intelligence agencies on a
regular basis and use such information/ intelligence to assess the
requirement of states for additional force in advance.
To advise Central/State Governments in dealing with internal
security/ law and order problems.
pursuance
of
the
mission,
CRPF
has
following
specific
areas
of
responsibility:·
·
·
·
·
To function as Lead agency for maintenance of Internal Security issues of
the country.
Combating Maoism in LWE affected areas.
Combating militancy in J&K.
Combating insurgency in North East Region.
Providing security to VIPs and vital installations / institutions like
Parliament.
4
·
·
·
·
1.9
Co-ordinating deployment of CAPF/State Forces during General / State
Elections.
To be assigned for protection to special areas including Prisoners of War
camps, and special jails.
Providing support to State administration in times of major disruption of
public life due to natural calamities.
Act as a feeder organization to provide trained manpower to specialist
organizations like Special Protection Group, National Security Guards, IB
and N.I.A. etc.
CORE STRENGTH OF CRPF
·
·
·
·
·
·
·
·
·
·
Rich experience in handling Internal Security problems.
Its versatility and ability to handle diverse situations with an operationally
flexible approach and rapid adaptability.
Specialization in handling communal violence.
Nationwide disposition.
Secular character and proven record of neutrality.
Heterogeneous and cohesive character fitting in a multi ethnic and
cultural society.
Wide acceptability.
People friendly image and impeccable Human TRights record.
Epitome of bravery and courage.
Inbuilt female component.
1.10 CHALLENGES BEFORE CRPF
Unlike defence and other CAPFs, CRPF role / deployment is uncertain and
adhoc. Being first responders in all crisis situations, role clarity including
operational dimensions are unclear. This aspect manifests itself in the following
manner:·
Overstretched and scattered deployment.
·
Uncertainty, high mobility and erosion of reserve character.
·
Poor working and living conditions resulting in high stress.
·
Deprivation of family life and insufficient family accommodation.
·
Inadequate compensation benefits for hardship and risks resulting in an
unattractive service environment.
·
Inadequate infrastructural support in keeping with the pace of expansion.
·
Inadequate intelligence machinery.
·
Poor career progression resulting in staggering morale.
1.11
CRPF is expected to play a greater role in forthcoming days, while envisioning
a better future. Today CRPF has the capacity and opportunity to achieve a
state of specialization as the principal counter insurgency Force. This calls for
a CRPF vision which is supported by highly trained, motivated and spirited
human resource to steer the organization in a well focused manner capable of
utilising its material, human, technological resources in a most efficient and
organized manner.
5
CHAPTER – 2
ORGANISATION
2.1
In response to the overwhelming Internal Security challenges required to be
tackled by the nation, CRPF has also undergone radical changes as reflected in
the Table below:TABLE –I
(THE GROWTH OF C.R.P.F.)
15
15
18
18
19
19
19
30
30
30
30
33
37
40
40
41
41
41
41
1
1
3
3
3
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
1
1
1
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
2
2
4
6
8
13
14
14
18
25
31
31
35
39
46
46
48
48
49
42
43
43
1
2
3
4
4
5
7
11
11
13
13
13
14
15
16
18
19
22
22
22
4
4
4
4
4
4
DIRECTORATE
GENERAL
ZONAL
HQRS
SECTORS
RANGES
BASE /
COMPOSITE
HOSPITAL
1
2
10
14
17
24
46
60
71
84
94
104
124
130
136
149
171
186
196
206
217
219
222
228
231
SIGNAL BNS
1939
1948
1960
1962
1965
1967
1968
1971
1983
1985
1988
1990
1991
1994
2000
2002
2003
2004
2006
2009
2010
2011
2012
2013
2014
GROUP
CENTRES
BATTALIONS
2.2
YEAR
STRENGTH
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
ORGANIZATIONAL STRUCTURE OF CRPF
The CRPF has a basic structure corresponding to the “Infantry Command Model”
with minor variations up to the Battalion level. Three Sections comprising of 12
personnel each constitute a Platoon, three Platoons a Service Company (Coy)
and seven such Service Coys with a HQ Coy constitute a Bn. Five such Bns are
attached to the Group Centre which performs the functions of Housekeeping
which includes Record Keeping, Accounting and Provisioning for such attached
Bns. The Group Centres are also the permanent Hqrs of Bns attached to them.
6
Normally, five Bns are placed under the command of a DIG Range for
supervision of their Adm/Ops responsibilities, but due to asymmetrical
deployment, necessitated due to Law & Order compulsions, Range DIsG are
having more Units under their ops command. Three to four Ranges form a
Sector which is commanded by an Inspector General of Police. At present CRPF
has 36 Administrative Ranges and 7 Operational Ranges (without administrative
control of Battalions and Group Centres). These Ranges come under twenty
Administrative Sectors located at Agartala, Imphal, Shillong, Srinagar, Jammu,
Raipur, Ranchi, Chandigarh, New Delhi, Kolkatta, Bhopal, Lucknow, Patna, Navi
Mumbai, Jaipur, Hyderabad, RAF Sector, New Delhi, CoBRA Sector, Kolkata and
Bhubneshwar. Over the Sectors, four Zones i.e. J&K Zone at Jammu, Central
Zone at Kolkata and North Eastern Zone at Guwahati headed by Spl. DG and
South Zone headed by Addl. DG are functional. Apart from above, there are two
Operational Sectors headed by IsG (not having administrative control of Bns
and Group Centre) located at Srinagar, and Jorhat (Assam).
2.3
The overall command and control of the Force vests with the Director General,
CRPF. The Directorate General, CRPF is located at New Delhi under the Ministry
of Home Affairs. The Director General is assisted by three Additional Directors
General, one Director (Medical), 7 Inspectors General, one Financial Advisor, 20
Dy. Inspectors General, 1 Dy. Financial Advisor and other supporting staff.
TABLE –II
2.4
Number and categories of personnel in the Organization
(Growth in the Last 10 years)
Category
Sl. No
2014
221220
2,90,818
18044
-
1.
Executive Force
2
Followers
3
Ministerial Staff
7723
9,579
4
Para-Medical Staff
(including Gazetted ranks)
1703
2,933
2,48,690
3,03,330
(+22 %)
TOTAL
2.5
2004
At present, the CRPF has 231 Battalions which includes ten RAF Bns, ten
CoBRAs, four Mahila Battalions, One Special Duty Group, (performing support
role to SPG), one Parliamentary Duty Group, (providing security cover to
Parliament), five Signal Bns, 41 Group Centres and one Information Technology
College at Ranchi. The Force also has other ancillary institutions like Internal
Security Academy, CRPF Academy, four Central Training Colleges, eight Recruit
Training Colleges, three Counter Insurgency & Anti-Terrorist Colleges, one Dog
Training School, four 100 bedded Composite Hospitals, seventeen 50 bedded
Hospitals, three Central Weapon Stores for collection and distribution of Arms,
seven Sector level Arm’s Workshops, two Static Motor Transport Workshops and
7
one Mobile Workshop. The total sanctioned strength of the Force as on date is
3,03,330. A copy of Organization chart is attached as Appendix – ‘A’.
2.6
CRPF – A SITUATION RESPONSIVE ORGANIZATION
Due to present security scenario of the country, CRPF deployments which were
limited only to a few areas in earlier years, have now extended almost to the
entire country and even beyond. There are Group Centres in almost all the
States, but the deployment of the Battalions attached to them is not confined
to that particular State. They are deployed all over the country. The result is
vast distances between the Group Centre which are family stations and its
Battalions deployed.
2.7
CRPF generally is called upon to tackle situations which have already
deteriorated considerably to the level of crisis. This demands that CRPF
personnel should have·
Awareness of the total national scene to be able to quickly respond to
diverse (economic, social, political) conflicts in various parts of the
country;
·
Commitment to duty above personal/family considerations, to enable
them to move from one location to another;
·
Ability to quickly comprehend and respond to an emotionally charged
crisis situation;
·
Ability to enlist and secure co-operation and support from local
administration and public.
2.8
Nurturing an all India character, CRPF personnel belong to all States and their
number is proportionate to the State’s population. An organization’s culture is
fostered and maintained by officers and men to weld together a heterogeneous
group of men, and accord it a distinctive identity. This calls for high degree of
leadership qualities. Awareness of the social customs and traditions of various
communities
and regions is necessary for understanding the behaviour of the masses. In a
field situation, it is seen not merely as a Police Force, but people perceive it as
an agency of Central Government.
Full awareness about the rights and
privileges of different categories of citizens are necessary for efficient discharge
of duties assigned to them.
2.9
ORGANIZATIONAL ANALYSIS.
The analysis of the existing organization reveals that –
i)
The Officer to men ratio which was 1:68 in the year 1983 is now 1:60.
8
ii)
iii)
The ratio of people engaged in direct operational activities (teeth) as
compared to the support services (tail) indicates that there has been an
improvement over the last 10 years.
The organization has all along emphasized upon the improvement of the
calibre and capacity of its personnel. In respect of Constables, the
minimum educational qualification has been constantly upgraded over the
years.
2.10 In this context, it is noteworthy to indicate that during the last 10 years fresh
recruits with higher qualifications than the minimum prescribed have been
enlisted. This indicates the desire of the organization to take more qualified
people into their fold.
However, it also imposes a responsibility on the
organization to take proper care of “better” qualified people to progress in the
organization and serve in it, make progress.
2.11 NEED FOR IMPROVING ORGANISATIONAL STRUCTURE
The existing sanctioned strength of CRPF personnel is indicated below, along
with vacancies not filled for over six months.Table – III
SANCTIONED STRENGTH AND VACANCIES
Sl. No
Rank
Sanctioned
strength
1.
GOs (Executive)
2.
Vacancy
4130
251
GOs (Ministerial)
216
011
3.
GOs (Medical)
628
144
4.
NGOs (Executive)
286688
17188
5.
NGOs (Ministerial)
9363
1029
6.
NGOs (Medical)
1325
223
303330
18846
Total
2.12 The above figures indicate that the vacancies are quite sizeable in respect of the
following cadres:1. GOs (Executive)
::
251
2. GOs (Medical)
::
144
3. NGOs (Executive)
::
17,188
4. NGOs (Ministerial)
::
1,029
This also indicates that the young generation (the people who seek
employment) find CRPF less attractive than other organizations and
this is something an organization has to take note of, if it has to
operate efficiently in the future.
9
2.13 The organization has the distinction of providing employment to a large number
of Scheduled Castes/Tribes and consistent efforts have also been made to give
representation to all minority communities.
10
CHAPTER-3
CRPF – A PROFESSIONAL GROUP
3.1
In the context of pay determination, it is necessary to determine the job status
of the CRPF personnel. The contribution of policing is not to be judged by the
individual roles and responsibilities of various functionaries. Instead, it should
be judged by measurement of overall contribution of the Force to the society,
in the social, economic and industrial growth of the nation directly or indirectly.
The successful implementation of the Saranda Action Plan in the state of
Jharkhand is one such example. The Force succeeded in clearing the area of
naxals and secured it for the government to step in to do the rest. This has
been the strategy in all Left Wing Extremist affected areas. This is an indicator
that security and development are inseparable and go hand in hand. It is,
therefore, emphasized that the role of the Police personnel requires a high
degree of mental abilities, judgment and forbearance and an equally high
degree of physical abilities. The policemen, therefore, should not be compared
to manual workers, as policing is a profession and not a mere display of
manual skills.
3.2
Professional ability normally would signify that –
i.
The individual should possess as a pre-requisite, an expected level of
competence
to
perform
the
job
like
qualifying
some
test/Certificate/Diploma/Degree etc. offered by recognized institutions.
ii.
Should be able to apply the professional skills so acquired i.e. mental
ability to assess, analyze and apply through initiative and judgment.
iii.
The individual upgrade his knowledge and skill from time to time so as
to excel in his performance.
iv.
His professional capabilities are assessed by recognized agencies in
accordance with the laid down norms and regulations expected of a
profession.
v.
He should have a significant role to play for the benefit of society as a
whole.
vi.
It should not be possible for an ordinary man without the specific
knowledge and training to display and perform such professional work.
3.3.
Further, a person belonging to the Force has toi.
Articulate clear and measurable objectives, gain internal and external
support for them and ensure that the organization and individuals within
it are judged on achievements.
ii.
Identify priorities and plan coherently across a wide spectrum of
activities.
iii.
Manage sometimes small, sometimes significant, human and other
resources so as to provide a quality service and achieve value for money.
iv.
Communicate and consult effectively at all levels within the organization
and with all sections of the community, not all of them necessarily well
disposed towards the Force.
11
3.4
The Sheehy Commission (1993), U.K. in its report “Enquiry into Police
Responsibilities and Rewards” observed that i.
Police Officers are ordinary citizens with extra-ordinary powers. They
have a special position under the law, but many of the qualities and skills
which are required by Police Officers of various ranks are common to a
number of other professions and organizations.
ii.
The Police service also shares with other professional services the need
to recruit and retain individuals of high calibre. They in turn require
diverse qualities and sometimes special skills to cover the increasingly
complex range of services required. The Police service also shares with
one or two others the problems that levels of demand for its services will
always outstrip the resources available.
iii.
The numbers of features are particular to policing and require its officers
to possess special qualities and skills. These include the extraordinary
nature of police powers principally, the police monopoly of the use of
legitimate force. It is salient that these powers are most commonly
exercised by officers of the lower ranks. Also notable in the degree of
individual discretion which the law vets in each officer irrespective of
rank or length of service.
Acute demands face officers when, for
example, they take operational command in public order incidents and
emergencies. The police are expected to exercise control in sensitive,
quite often dangerous and sometimes explosive situations, often at
considerable risk to themselves.
iv.
v.
3.5
An exceptionality high level of integrity is required by the very nature of
policing.
Conditions of service in the police need to be improved, principally to
bring them in tune with general good practices and to reflect the actual
work done.
Police Officers should not be compared to manual workers: Policing is a
profession.
The National Productivity Council vide letter no. 2000 dated 22nd July, 1994
has certified that a constable of CRPF is skilled worker on account of the
following conditions that they fulfil in order to be categorised as ‘Skilled’
workers.
a)
Entry qualification – Entry qualification of Constable is Matriculation and
for those in technical category it is Matriculation plus trade
certificate/knowledge of the trade.
b)
Induction training – Induction training of Constables spans for nearly 36
weeks and some of the major topics covered are given below:1.
Weapon training
2.
Mob control
3.
CRPF Act & Rules, CrPC, IPC
12
c)
d)
4.
Fire Fighting
5.
Map Reading
6.
Field Craft & Tactics
Salient features of Constables duty - Job of a constable is primarily on
security duties. This requires considerable skill, initiative and judgement
on his part as evident from the following illustrations.
i.
Police is permitted by law the usage of legitimate force for
enforcing law and order. This follows that they will have to use
force and may even open fire if the situation demands. The level
of initiative and judgement required to eliminate usage of force or
to limit it to the minimum is substantial.
ii.
The Constable must be expert in handling and using fire arms, tear
smoke and other weapons. Since these are deadly weapons of
offence capable of causing human injuries as well as death, the
person handling such weapons should exercise utmost care in
handling and using them.
iii.
He is mostly put on duty where he will get in touch with local
civilians as in the case of containing riots and communal
disturbances. Highly provocative situations may occur. However,
he has to maintain adequate control to avoid occurrence of any
untoward incidents. Handling such sensitive situations will require
good amount of initiative and judgement on the part of the
Constable.
iv.
While on escort duty, the judgement and initiative is vital for the
security and life of the person for whom escort is being provided.
v.
Personnel engaged in C.I./Anti-terrorist operations has to show
superior capability than the enemy in terms of weapons and
tactics. Thus the need is for a professional and the job has to be
necessarily rated as highly skilled.
vi.
Technical personnel like Carpenter, Tailor, Driver etc. are already
classified as skilled category for civilian purpose. (Ref Min. Of
Labour Notification No. F.12(12)/92-MW/Lab. Dated 15.02.1994).
vii.
The risk on life is very much for a CRPF Constable who is put on all
kinds of hostile environments. Since the Force is an All India
Service, they are made to face hostile conditions in unknown and
new terrains which add to the risk on their life due to lack of
familiarity of local conditions.
Need for attracting calibre – When the expectations from the Force is
such, there is a need also to attract the right talent who remains
interested enough to earn out the onerous responsibility expected out
of him. It is high time to acknowledge that a Constable is skilled
professional and he is remunerated enough, so that he is not only
retained in the organisation but also performs his job with commitment
sincerely and discriminated against in his remuneration . He should be
treated a a skilled professional and compensated accordingly.
13
3.6 The National Police Commission(1979) observed that
i.
Police Officers should acquire a high degree of professional competence
and be fully aware of the means whereby Science and Technology can
help in police work.
ii.
They must develop a clear understanding of the social purpose of their
activity and sensitivity to the trends and forces at work in the
environment in which they have to act.
iii.
They must develop attitudes consonant with the concept of social justice
contained in the Constitution and the development programme with
particular reference to the weaker sections of the community, including
the poor, the minorities and the Scheduled Castes/ Tribes.
3.7
It would be worthwhile to mention that these recommendations of the Police
Commission were implemented in policing in our country by way of bringing
improvements in the educational qualification at the Constable level by revising
and re-modifying the syllabus and the training methodology and also by way of
bringing proper appraisal systems to suit our society.
3.8
The CRPF is to mainly assist the state administration including Police in
preserving law and order and maintain internal security at all costs. That
specially equipped forces are inducted when the situation spirals out of control
of the state police and a glance around the country would help assess that
CRPF has had to step into not only different theatres of conflict viz-a-viz North
east, Punjab, Jammu and Kashmir and Left Wing Extremist affected states
including short term deployments in many other states in the country as and
when law and order deteriorated, but have also fanned out into other areas of
VVIP security, providing security to vital installations, International PeaceKeeping operations, extending relief in the event of natural and man made
disasters, to the extent that the Force is expected to respond to any
requirement of the Union on account of its Reserve character. The rapid growth
and expansion of the Force over amply signifies the strength it provides to the
Union in upholding the democratic values and maintaining its sovereignty.
However, what distinguishes us from the state police is that we mostly operate
in hostile environment where the law and order has either broken down or is
on the verge of collapse and the atmosphere already vitiated.
3.9
CRPF also shares with other professional services the need to recruit and retain
individuals of high calibre who in turn require diverse qualities and sometimes
special skills to cover the increasingly complex range of services required. It
has also to be realized that the demand for our services has always outstripped
the resources available.
3.10 That CRPF personnel service needs to be treated as professionals and should
not be compared to manual workers even at the lowest level which is further
supported by the following factors:i.
The personnel require special qualities and skills like high degree of
physical fitness and inter-personnel skills, capacity to effectively use
various kinds of weapons, equipments, knowledge of law, field craft and
14
ii.
iii.
iv.
v.
vi.
tactics etc with the versatility to adopt and respond to the different
tactics used by the adversaries.
It is significant that legal powers are most commonly exercised by the
officers at the lowest ranks due to needs of the hour.
The law vests in the members of our Force a high degree of individual
discretion, irrespective of rank and length of service.
CRPF personnel face acute demands when they have to occasionally take
operational command in public order incidents and emergencies.
CRPF personnel are expected to exercise control in highly sensitive,
dangerous and mostly explosive situations with high risk to themselves.
An exceptionally high level of integrity is expected of CRPF personnel, as
they often tackle emergency situations.
3.11 It must be remembered that even a slight error in exercising discretion even at
the lowest level can have serious and unfortunate repercussions on the society.
Therefore, it is strongly felt that our service should be treated as a profession
and personnel should not be compared to manual workers even at lowest level
of a Constable. It must also be remembered that it is at the lowest level of
the Constable, the Under Officer and the Subordinate Officer that the day-today interface between the Force and the public takes place. The perception
and assessment of the service comes from such encounters.
15
CHAPTER-4
WOMEN IN CRPF
4.1
CRPF has the unique distinction of raising the first ever Mahila Battalion in
any Para-military Force (now CAPF) in 1986. Women had begun stepping
out of their homes to join their male counterparts around the country in
agitations, demonstrations and
were
even acting as informers and
couriers.
Wide
spread
allegations of human rights
violations against the armed
forces
was an issue calling for urgent
redressal further re-inforcing
the
requirement
of
trained,
unbiased, firm, fit and polite
women
to counter the situation. The
success of the Bn led the Force
to
raise three more Battalions with the fourth one well on its way. One Team
of women also forms part of every RAF Batallion. Many of the state polices
also followed the example of CRPF and raised armed women Battalions in
the State.
These women have acquitted themselves in every situation be it communal
riots, insurgency in the North-east and Jammu and Kashmir, election
deployments, law and order issues or natural calamities, thereby earning
the distinction of being extremely professional in their disposition.
One company of women accompanied Indian Peacekeeping Forces (IPKF)
to Sri Lanka immediately after the passing out of the first Battalion in 1987.
The first ever Formed Police Unit comprising of women of CRPF were
deployed under the United Nations for a mission Liberia in West Africa
making it a historic first for the United Nations. The professionalism and
sense of commitment displayed by the women forces rubbed off on the
local women with the recruitment of women into Liberian National Police
going up three fold after the induction of the Indian Female Formed Police
Unit. The Mission continues. CRPF also boasts of having trained women
Commandoes skilled in hostage rescue, counter-terrorist operations,
protection of female dignitaries amongst others. Amongst the many such
achievements, CRPF is also credited with raising an All Women Pipe Band.
CT(M) Kamlesh Kumari earned the unique honour of being conferred the
Ashok Chakra, posthumously, the highest award for peace time gallantry
for her supreme sacrifice at the altar of democracy, when on 13th Dec
2001, militants attacked the Indian Parliament. Three more gallant women
have been awarded President’s Police Medal for gallantry, Police Medal for
Gallantry and the Sena Medal respectively for their acts of bravery, one of
them being posthumous.
16
These women are governed by the same service conditions as the men of
the Force. CRPF being a situation responsive Force, the companies of the
Mahila Battalions are also expected to move at very short notices and for
unknown periods. With the government seriously considering increasing the
representation of women in the Force, the prevailing conditions may not
attract the right talent. CRPF has become a much more visible Force as
compared to a decade ago and the challenges the Force is facing from
multiple theatres are not hidden from the public, therefore there is a dire
necessity to improve service conditions if more women are to join the
Force. The attrition rate in the last 8 years(Appendix-B) is an indicator of
the dissatisfaction as well as the inability to cope up with the multiple
responsibilities of running the household as well as coping up with the
demands of the job.
With women going through various stages in life, especially after marriage
which includes pregnancy period, maternity leave, Child Care leave,
miscarriages, other gynaecological problems etc, her availability for active
duty is much lesser as compared to her male counterparts. This also affects
the overall efficiency of the Battalion as the strength available for
performance of active duties is depleted
Since improvement in overall conditions of women and increasing the
number of women in the work-force ranks foremost in the agenda of the
government, she also has to be positively discriminated, empowered and
capacitated so that she is inclined to be part of the work force. Since
joining the armed forces involves many more hazards and problems as
compared to her civilian counterparts she has to be accordingly
compensated and remunerated so that joining the Forces is an attractive
option for her. Therefore, in order to facilitate entry of more women,
ensure retention and to recognise the contribution they make to the
security and sovereignty of the state the following are proposed:
4.2
ENHANCING OF ACCOMMODATION FACILITIES
The percentage of family accommodation authorised to CRPF personnel
currently is 25% for other ranks and 14% of SOs, but the satisfaction rate
as on date is only 13.2%. The mahila personnel are also governed by the
17
same and therefore more often than not getting an accommodation in any
CRPF facility is as difficult for her despite her peculiar problems and only if
the Estate Officer so desires out of compassion she could be
accommodated on out of turn basis. Since the overall availability as such is
low, she continues to remain deprived.
Therefore, it is recommended that the mahila personnel should be
authorised 100% family accommodation or alternatively all should be
entitled to draw HRA.
4.3
LEAVE ENTITLEMENT FOR MISCARRIAGE
Presently, 45 days leave is entitled to women employees for miscarriage
during her entire carrier which is too less as on account of the multiple
miscarriages she may be prone to, on account of frequent movements she
has to undertake.
Therefore the leave entitlement for miscarriage may be increased to 90
days in her entire career.
4.4
PROVIDE FOR LATERAL ENTRY OF CRPF MAHILA PERSONNEL IN
STATE POLICE
On account of the typical nature of duties involving greater movement,
arduous nature of duties, separation from family, social isolation amongst
the many other factors, after the first 10 years or after acquiring family a
woman yearns for stability so that she can look after her children and fulfil
the family obligations which are expected out of any Indian woman. The
dynamic nature of deployment of the companies do not provide her with
the opportunity. By facilitating lateral entry to state police after completion
of 10 years of service in CRPF, the State Police would stand benefited by
having trained women and a force like CRPF through regular recruitment
can keep the age profile of the constabulary lower which would be healthy
for the organisation. In turn the senior Mahila personnel will get the much
needed stability.
18
CHAPTER –5
CONSIDERATION FOR DETERMINING SALARY FOR CRPF
The principle governing salary of Armed Police Forces worldwide, is to reward them
suitably for their responsibilities to maintain national integrity and performance in the
maintenance of public order under in most challenging and life threatening
circumstances. The Sheehy Commission (1993), U.K. in its report “Enquiry into Police
Responsibility and Rewards” observed that:i.
Police Officers are ordinary citizens with extra-ordinary powers. They have
a special position under the law, but many of the qualities and skills which
are required by Police Officers of various ranks are common to a number
of other professions and organizations.
ii.
The Police service also shares with other professional services the need to
recruit and retain individuals of high calibre. They in turn require diverse
qualities and sometimes special skills to cover the increasingly complex
range of services required. The Police service also shares with one or two
others the problems that levels of demand for its services will always
outstrip the resources available.”
iii.
The numbers of features are particular to policing and require its officers
to possess special qualities and skills. These include the extraordinary
nature of police powers principally, the police monopoly of the use of
legitimate force. It is salient that these powers are most commonly
exercised by officers of the lower ranks. Also notable in the degree of
individual discretion which the law vets in each officer irrespective of rank
or length of service. Acute demands face officers when, for example,
they take operational command in public order incidents and
emergencies. The police are expected to exercise control in sensitive,
quite often dangerous and sometimes explosive situations, often at
considerable risk to themselves. An exceptionality high level of integrity
is required by the very nature of policing.
iv.
Conditions of service in the police need to be improved, principally to
bring them in time with general good practice and to reflect the actual
work done.
v.
Police Officers should not be compared to manual workers: Policing is a
profession.
CRPF is performing the most strenuous, hazardous and demanding tasks. It has
been instrumental in combating conflicts along with the Police Forces, which
had caused threat to national integrity and established peace even in most
hopeless scenario. CRPF’s Endeavour as a peacekeeper in the country has
directly resulted in tremendous economic progress of the country. A Force
having saga of gallant legacy; whose two companies fought against the regular
Pakistan Brigade during 1965 war and a small patrol taking head on the
Chinese aggression at Hot Spring, Ladakh in 1959 deserves to be compensated
commensurate with gallant actions, unparallel scarifies and onerous challenges
we are facing.
19
Prevalence of sub human conditions in LWE affected area has almost resulted in
forcing people to take arms. CRPF is operating in such areas in the same
arduous conditions which have changed the dynamics of the region. The areas
often considered as liberated zone by media have been made accessible by
CRPF and developmental initiatives have triggered unprecedented social
engineering too. The change maker CRPF undeniably deserves to be suitably
compensated for its high values, work ethics, professionalism and sensitive role
assigned to it.
5.1
The principles governing the salary packages for CRPF should be to·
Equitably reward for its onerous responsibility across the nation.
·
For fighting one of the bloodiest and most violent militancy in J&K
supported by Pakistan and extremely violent LEFT WING EXTREMISM in
Central India.
·
For facing threat from own countrymen-who cannot be even termed as
enemy- but still fight humanely with them- to the extent that saving own
life becomes last priority.
·
Requiring dynamic and versatile professional standards of combating
cross border terrorism, to tackle home grown naxalism having wider
support of pressure groups and mitigating insurgency / secessionist
movements in North Eastern States.
·
For managing Public agitations efficiently and protecting airports,
Parliament, PM house etc flawlessly .
·
For fighting wars in the event of threat to nation e.g. at Hot Spring
Ladakh (1959) we fought Chinese aggression, at Rann of Kutch (1965)
we fought Pakistan, our Force was part of IPKF in Sri Lanka and
mobilization of our troops took place during many other eventualities like
OP Prakram etc.
·
CRPF must be rewarded suitably for being ready for Supreme Sacrifice
and hardship as we are quite often deployed without proper
preparedness, logistics and back up professional inputs to counter terror.
It has to enter into strife Zone, establish itself and then have to prepare
to change the dynamics of security.
·
For prolonged separation from family for national cause -resulting in
neglect of proper upbringing and education of children with absolute
disregard to social expectation .
20
·
·
·
·
·
·
·
·
·
·
·
5.2
For hostilities faced due to people’s misidentification of CRPF with State
Police who are often distrusted for being inefficient, corrupt and partial.
For sustaining high level of motivation and performance despite so many
constraints, unfair criticism and critical accountability since last 75 years.
To encourage continued high level of contribution to the society and
achievement of specific objectives-like containing Punjab Militancy,
controlling militancy in J&K and combating insurgents in North East
region.
For being the first responders across more than thousand locations to
manage disasters because of its geographical spread and determination to
save people.
For relentlessly and tirelessly manning Polling booths in almost all areas
of the country and moving across within short notices to man the election
process in each and every phase of elections.
For impartiality and political neutrality which has so beautifully sustained
our democracy. All political parties look for deployment of CRPF for free
and fair poll.
For being the most humane Force-even in the event of stone pelting,
indiscriminate use of IEDs and even against trigger happy anti social
elements.
CRPF needs to be compensated for its cross cultural competence, for
professionally dealing with the tribal and ethnic conflicts and many other
divisive strife threatening the social fabric of the nation.
To appropriately recognize its contributions internationally e.g. CRPF first
in world to send women contingent to Liberia when other countries
refused to do so, for successful interventions in Haiti, Kosovo etc.
A Force which is facing almost 90% incidents of conflicts in country with
630 men scrificed and 5765 injured in last ten years in internal strife far more than war casualties.
To compensate suitably for working in sub-human conditions to such
extent that it has faced 102 malarial deaths and suffered 8282 malaria
cases during last five years.
LEVEL OF RESPONSIBILITY OF CRPF
Salary should commensurate with the high level of responsibility one has to
shoulder in the line of duty. Its higher degree of accountability, critical level of
response in crisis and courage to face threats to life, needs to be taken into
account while determining salary. It should be able to motivate and retain
talent as well as attract bright and dedicated people from the society.
·
CRPF is combating terrorism on day to day basis under life threatening
situations.
·
CRPF is fighting Maoists in one of the toughest and inaccessible terrain of
central India pockets with utmost care to human rights of tribals and the
poorest one. Fighting own people in sub-conventional war mode has
posed one of the most serious issues of tactical approach required amidst
unprecedented bloodbath unleashed by Maoists.
·
Advising and developing policy on law enforcement.
·
CRPF is always Force Coordinator for conduct of elections of Parliament
and of all 29 state assemblies - which makes CRPF responsible for
21
·
·
·
·
5.3
5.4
movement of hundreds of thousands of Force personnel across the nation
in short span, deploy them, monitor election process and ensure their
safe de-induction.
Dealing with major/critical incidents providing assistance to State being
specialist Force in terms of expertise, tactics and resources.
Monitoring and ensuring statutory compliance in respect of internal
security affairs.
Building up intelligence across the nation in different kinds of Conflict
Theatre requiring divergent approach in tradecraft.
CRPF is highly committed in planning and executing active operations
against militants effectively and meet Operational requirement of states in
a very cost effective manner.
WHY CRPF PROFESSION IS MORE CHALLENGING THAN POLICE AND
CIVIL SERVANTS AND NEED MORE PAY
·
CRPF personnel are expected to exercise higher level of control,
sensitivity during explosive and dangerous situations.
·
Require critical thinking of high level to use discretion in use of power
related to life & liberty of people.
·
Highest level of integrity and impartiality is required in the discharge of
Role assigned to CRPF.
·
A CRPF personnel needs to have versatile capability, special qualities and
skills.
·
CRPF has been making great sacrifices more than any organization in
order to meet the high standards required and expected in the field of
professionalism, hard work and dedication at the cost of our own comfort
and that of family.
·
CRPF fulfils wide ranges of expectations.
·
Serving in CRPF is no longer a matter of pride- as communities have lack
of respect for man in khakhi- this image of state police mirrors our image
too for the society.
·
Demand of nation from CRPF always outstrips the resources available to
the organization.
The cardinal principles governing determination of salary and wages
already had been motioned in 5th Pay Commission Report submitted in 1996
and these are:i.
The “intrinsic value of a job”. This is a summation of all the factors that
one can think of in relation to a job-the-skill, the arduousness, the work
atmosphere, the qualification, the recruitment procedure, the chances of
career progression, the status, the security, the prestige, and the
perquisites –everything that is quantifiable and non-quantifiable.
ii.
The need to delink pay from position in the hierarchy. The entire scheme
of Assured Career Progression is about granting a person pay up
gradation, when functional considerations do not permit his rise in the
hierarchy. He continues to perform the same job as before but moves
into the next higher scale. The effort behind it is to relieve stagnation
without unduly upsetting the hierarchy.
iii.
We have recognized the need to be even-handed in justice towards the
lowest and the higher-paid functionaries. For the entrant to Group ‘D’ we
have given a jump of 3.25 times much more than what our consultants
22
iv.
had suggested. For the higher cadres we have introduced the concepts of
full neutralization of cost of living and giving allowances and pensions net
of income tax so that they receive the full compensation package as
decided by us without its being decimated by inflation or tax policy.
The allowances should either reimburse in full the expenses incurred by
the employee or the reimbursement is more liberal that at present or the
compensation for loss incurred is raised substantially so as to match the
loss. New allowances like transport allowance, attendant allowance or
entertainment allowance have been introduced.
5.5
Generally, an Employer is made aware of the expectations of emoluments of
employees through dialogue and negotiations with organized Employee groups.
CRPF personnel cannot organize a “Union” or “Association” and this imposes
special responsibility on the Government to comprehend and adequately
respond to the special needs of the Force personnel.
5.6
At any given time most of the CRPF is deployed in highly disturbed areas where
the environment is hostile and the Force personnel face many dangers not only
while on operational duty but even during leisure hours. The Force is deployed
in J & K, North Eastern region and Left Wing Extremists affected States to
tackle insurgency, naxalite activities and militancy which causes special
problems in gaining support and intelligence. The environment is similar to that
of Northern Ireland where the R.U.C. (Royal Ulster Constabulary) is paid an
additional allowance to the tune of 4000 Pounds per year. The situations in
CRPF in terms of the above dimensions are:i.
The motivation for efficient performance is inadequate but inspite of this,
the Force has discharged the responsibilities well and earned encomiums.
Our inability to retain personnel is reflected in the increasing percentage
of personnel who left the Force. During 2006-14(upto may 2014) nearly
30,346 left the Force with or without pensionary benefits, i.e. an alarming
rate of 3793 personnel annually.
ii.
The compensation package does not even take care of the essential needs
of force personnel. This is indicated by the fact that a large percentage of
family members of the force personnel are forced to stay separately.
iii.
By the very nature of our duties as the main instrument of the Central
Government in tackling insurgency, militancy, terrorism, naxalism and
other forms of violence, the Force personnel face a higher risk of assault,
injury and even death. Further, the difficult living and working conditions
have adverse impact on their health and many die in harness. The
statistics for the period from 2003 to 2014 which are given below would
indicate the grave risks to which the Force personnel are exposed to:YEAR
KILLED IN ACTION/
INJURED
NATURAL DEATH
2004
476
230
2005
457
259
2006
290
338
2007
305
249
2008
474
997
2009
649
639
2010
571
1940
23
2011
2012
2013
2014 UPTO
30/04/2014
Total
507
525
455
185
211
305
597
101
4894
5866
Our personnel suffer casualties not only due to the action of the antisocial elements, but also because of the need to operate in hostile
terrain and in difficult weather conditions which strain their physical and
mental resources to the breaking point. The high incidence of suicides,
mental disorders, T.B., Malaria, Heart attack and Cancer cases proves
the point.
Figures for 2009-2014 given
Suicides
Psychiatric cases
T.B. Cases
Malaria Cases
Heart attack/Cardic disease
Cancer
5.7
below
-
would be revealing:328
001
033
102
602
231
DISRUPTION IN FAMILY LIFE
Owing to various factors the joint family system in the country has
disintegrated. Since early 1970s, support of the joint family system has been
denied to our personnel who are increasingly forced to fend for themselves. As
90% of our personnel remain away from the families, disruption to the family
life is of a very high degree. This has the following consequences:a)
A Force person is not able to look after his family as a result of which,
education of the children suffers badly. This is a nagging worry for him.
24
b)
c)
d)
e)
f)
g)
h)
i)
5.8
A survey of the education state of the wards of CRPF personnel, has
shown that only 42% go beyond the Matriculation level in the age group
of 18 and above.
Failure to communicate with the family members owing to frequent
movements, deployment in hostile surroundings and remote areas where
communication facilities are grossly inadequate, is quite common.
Further, owing to breakdown of law and order, strikes and bandhs,
communications often get disrupted.
This also results in lack of
communication.
Long separation from the family deprives the individual of normal married
life which is a physical and psychological necessity. This often causes
deviant behaviour among the Force personnel. In their entire service
period, a large number of personnel are not able to avail static posting or
stay with their families. According to a survey, the percentage of our
personnel who could not avail static posting is as high as 90%. This
generates considerable stress leading to physical and psychological
problems.
Owing to extremely difficult and sub-human working conditions, the CRPF
members are usually not able to fulfil their social obligations like
attending marriages, deaths and other ceremonies in the immediate
family and society. This creates a sense of isolation and hampers proper
matrimonial alliances.
A CRPF personnel has problems in finding a suitable life partner owing to
the extremely difficult and working conditions in the Force.
Understandably, very few parents would like their sons and daughters to
be married to the personnel who live more like nomads and where
separation from the family is the rule rather than an exception.
Long separation and failure to look after families often leads to
matrimonial discord. Children are mostly deprived of adequate parental
control. This has tragic consequences in many cases.
The satisfaction level of family accommodation in the CRPF is only 13%
which means that 87% of the personnel are not provided with any/ proper
family accommodation. So, even when a person gets a static posting, he
is often deprived of proper accommodation. In any case, as 81% of the
Force remains deployed on active duty, it is not possible for them to keep
their families at the places of their work.
A Force which is facing almost 90% incidents of conflicts in country and
sacrificed 630 men and 5765 men got injured in last ten years in internal
strife - far more than war casualties.
To compensate suitably the Force which is working in sub-human
conditions to such extent that it has faced 102 malarial deaths and 8282
malaria cases during last five years.
The basic qualification for entry into the rank of Constables, Sub Inspectors and
Group ‘A’ officers is the same for all the Central Police Organizations and the
State Police Forces. After the recruitment, the CRPF officers, Subordinate
officers and Constables are put through 9 to 13 months of intensive training
which includes handling of weapons, drill, field craft and tactics, field
engineering, riot drill, handling of explosives, special equipments,physical
training, emergency relief and rescue operations, law, Human Rights, Man and
25
Material management etc. Thus they acquire highly specialized skills, robust
physique and expertise to deal with counter-insurgency, terrorism and highly
volatile law and order situations.
Further, they are periodically put through
refresher courses and promotional course with a view to upgrading their
knowledge, expertise and skills. It is also to be noted that the CRPF is normally
inducted when the effectiveness of the state police in dealing with a situation,
has fallen short of requirements. It, therefore, follows that the Force personnel
have higher skills and expertise in dealing with specially difficult situations and
need to be placed in higher pay scales.
5.9
FAILURE TO ATTRACT SUITABLE TALENT
One of the main considerations in devising the pay structure is to attract
persons of high calibre to the service. It is a fact that in the case of CRPF, now
we are not able to do this. Similar is the case of Subordinate Officers and other
ranks. The number of personnel leaving the Force for greener pastures is
extremely high. It will be no exaggeration to say that anyone who is offered
service in the rank in State Police, leaves the Force promptly. This is also the
case with the Ministerial Staff. It is, therefore, felt that the present pay
structure has failed to recruit and retain persons of right calibre. It is stark
reality that whenever willingness for deputation to organizations where the
minimum comfort levels are assured, is called for, it attracts a large number of
volunteers, the ratio being as high as 1 : 40 (One post: number of applicants).
5.10 DENIAL OF LEAVE
There is a provision for only two months leave in a year, but because of
operational exigencies, disruption in communications and other administrative
reasons, the personnel are not able to avail full leave. A random sample survey
has revealed that on an average CRPF employee could stay with his wife and
children for 30 days in a year during the period 2013-14. Further, it is rarely
that personnel are able to avail leave from the specific date from which they
want to do so.
5.11 INCREASED RESPONSIBILITIES AND WORKLOAD IN DEALING WITH
EXTRA-ORDINARY LAW AND ORDER SITUATIONS.
There is tremendous increase in the responsibilities of the Force personnel
deployed in sensitive and difficult areas like J&K, N.E. Region and LWE affected
states. Also the officers and men have to put in extra hours of work to tackle
such complex, dangerous and explosive situations.
5.12 POOR LIVING CONDITIONS
The living conditions of the personnel in CRPF are by far the worst among all
the Government employees. To amplify:
a)
In most places, the men have to live in nearly sub-human conditions. The
accommodation generally provided by State authority is temporary and
mostly unsatisfactory even without basic facilities like running water,
electricity and toilets etc. As many as 50% of our personnel live under
26
b)
Canvas/ huts without any consideration to basic privacy of a normal
person.
Owing to frequent movements and nomadic nature of life in the CRPF, the
recreational facilities are less than adequate. A high percentage of our
personnel perceive the recreational facilities to be poor or very poor.
5.13 DIFFICULT WORKING CONDITIONS
By any standard, the working conditions in the CRPF are very harsh. These are
listed below:a)
On an average, a CRPF person has to work for 12- 14 hours a day without
any compensation for working beyond the standard limit of 8 hour.
b)
More than 80% of CRPF personnel cannot avail holidays and Sundays,
although they are entitled to avail the same. The existing system does not
compensate for this.
c)
Constant deployment, frequent movements and continuous deployment in
areas where insurgents and terrorists are active, has adversely affected
the physical training and games schedules of the personnel. This has an
adverse bearing on the physical and mental state of officers and men.
d)
The difficult working conditions have caused serious
health problems
among the personnel and have led to premature ageing. The attrition
rate is very high as many as 30,346 in the past 8 Years i.e on an average
3793 per year.
e) Total number of peace posting available in CRPF is less than 20% which
very often results in transfer of personnel from one field area to another
field area.
5.14 INCREASED PERSONAL EXPENDITURE OWING TO THE NATURE AND
PLACE OF DEPLOYMENTS
a)
b)
c)
Nearly 90% of the Force personnel maintain more than one
establishment. This causes considerable strain on the meagre financial
resources of the individual.
As most of the Force personnel stay away from their hometown and have
to frequently avail leave in short span to meet personal commitments,
they have to incur extra expenditure on travel.
Frequent travel on duty/leave entails other expenditures as well by way of
damages/loss of luggage, other contingent expenses etc.
27
5.15 SOCIAL ISOLATION
a)
It is very rare that a CRPF person can have normal social interaction with
the people of the area. For reasons of discipline and due to hostile
environment, they are mostly confined to the camps even in static offices
like the Group Centres. This has a tremendous impact in terms of
deprivation felt by the individual. More than 82% of our men perceive the
social interaction to be poor or very poor.
b)
Again, it is rare that a CRPF person is able to intermix and live with his
own ethnic, social and linguistic group within the organization. This also
generates considerable stress and creates a feeling of loneliness and
insecurity particularly at the time of a crisis.
c)
Within the extended family too, since he/she is most of the time absent
during social functions, ceremonies like marriages, betrothals, birthday,
funeral and other rituals on account of his official commitments, he
continues to be socially isolated even within his own family.
d)
Loss of privacy- Owing to beseech accommodation
5.16 TRAUMA FACTORS
A normal human being would like to live and work in a familiar environment.
Frequent movements from place to place, from one terrain to another and one
climate to a different one is traumatizing and causes considerable stress to
Force personnel. To amplify:
a)
Trauma caused by frequent movements from place to place. During the
last years alone 1160 Coys have moved from one place to another 1268
times.
b)
Another factor which generates considerable stress, is movement at short
notice from hot to cold areas and from normal to extreme climatic
conditions. There have been a large number of instances in which the
Force from plain areas moved to hilly terrain and vice versa. Sudden
change in the physical environment causes trauma.
c)
The Force often moves with light kit – absence of proper clothing at new
place causes physical discomfort.
d)
Trauma is also caused by sudden change in role at a short notice.
5.17 STRESS GENERATED BY THE ROLE
The very role of the CRPF causes tremendous strain to the Force personnel. To
amplify:
Basically, the Force is employed as a coercive arm of Government and has
negative image in the eyes of the local people. The Reserve character of the
Force exacerbates this problem further. While other security forces sometimes
have a people-friendly role, the CRPF is mostly employed in times of crisis and
therefore, is always perceived to be harsh. It is rare that CRPF is employed in
people-friendly role. This generates considerable antagonism amongst the
general public towards the organization. This adversarial relationship is
demoralizing and stressful.
5.18 SERVICE CONDITIONS
28
The officers and men of the Force suffer from certain inherent handicaps due to
their service conditions. These are –
i.
Irregular and haphazard expansion of the Force has led to increased
workload at various levels. This has also resulted in stagnation in different
ranks owing to lack of proper personnel policies.(Charts showing the
growth of the Force and stagnation levels are annexed at Appendix ‘B’
and at Appendix-C-1 to C-5 respectively).
ii.
Lack of organized service for officers who are more than 4000 in strength,
has resulted in their service conditions not keeping pace with the rest of
the services. This causes considerable anguish, a sense of deprivation,
lack of identity and inferiority complex among the officers’ cadre.
iii.
Grossly inadequate promotional avenues lead to very slow career
progressions in comparison to the officers and men of other organizations
working together. As the officers junior to CRPF officers very often
become senior to them due to faster promotion. CRPF Officers generally
suffer with a sinking seniority syndrome.
5.19 LACK OF INDEPENDENT ROLE
Invariably, the CRPF is deployed in the supportive role and therefore, the
officers and men of the Force do not have any inherent authority. This has the
following consequences:i.
Lack of status and authority causes in a person a sense of deprivation.
Such person also suffers from some inferiority complex, as most of the
other Government servants wield some authority related to
responsibilities.
ii.
The Force personnel have to work with the state police, who often draw
more pay, have much better living conditions and also wield clearly more
authority. This generates resentment among them and causes
considerable stress.
5.20 AFFORDABILITY AND VALUE FOR MONEY
a)
Affordability is one of the main issues before the Commission. The
services required to be rendered by the CRPF are vital to the preservation
of law and order, stability and economic development of the country and
the society which it serves. Any compromise on the quality of the
services provided by the CRPF will have far-reaching adverse
consequences. By virtue of both existing and future demands as well as
clearer designation of accountability, the service will need to be well
placed in the country to secure, retain and motivate the persons of right
quality. Of late, the country has gained economically due to its ability to
manage conflicts and maintain peace. State must utilize its resources to
afford the cost of policing. It is necessary to provide adequate funds while
ensuring that the funds so provided are efficiently managed.
b)
It is strongly urged that pay and allowances of the CRPF personnel should
reflect the special nature of our role and deprivations. As has been
recognized in the U.K., our job even at the basic level should not be
compared to that of manual workers and should be recognized as a
‘skilled profession’ and it should be treated as such while determining the
pay structure.
29
5.21 EXTERNAL RELATIVITIES
Establishing Peace and public order is productive job because it attracts
massive economic investment and profit. The government is quite in position to
afford and must invest in policing for better socio-economic development.
Considering specialized nature of the job in CRPF money should not be a
restraining factor in recruiting, retaining and motivating people of right quality
to the Force. This is only possible if the pay structure of the Force personnel
reflects the economic climate and is capable of attracting persons of high
calibre. As is well known, it is the private sector which actively reflects the
economic climate and therefore, it is necessary that CRPF pay structure is made
more attractive. The following reasons also support above argument:a)
In absence of right to strike, CAT or other grievance redressal,
mechanism CRPF personnel don’t have any platform to project their
demands except the Pay Commission.
b)
To avoid problems associated with pay-related inconsistencies between
the calibres of officers recruited over time.
c)
To recognize the professional and dedicated role of the Force.
e)
To recognize the importance of securing recruitment, retention and
motivation of officers of the right quality; and
f)
To recognize the importance of service of the Force to society, particularly
in terms of the powers and services that it is able to exercise and provide,
including the use of legitimate force which is shared with the local police.
30
CHAPTER-6
GRANT OF CRPF SERVICE PAY
The existing general parity of pay scales of CRPF Group ‘A’ officers with All
India Services officers, Central Services should continue to be maintained in
the corresponding ranks.
However, CRPF service conditions being more
difficult, highly risky, hazardous and stressful the commission may consider
devising a financial package to compensate the hardship and arduous nature of
duties of CRPF all the in terms of service pay and liberalized allowances.
It is submitted to the Pay commission to recommend Service Pay to
all Force personnel @ 25 % of their basic pay to suitably compensate and meet
consequential additional expenditure due to service exigencies, hardships and
deprivation factors.
a)
Special pay and allowance need to be provided to the services to
meet the additional requirement
arising out of the
service
conditions
which are not adequately meet by normal pay and
allowance.
b)
Services like CRPF has to carry out additional works or suffer more
hardships (i.e. physical & emotional) in comparison to the other
normal services. Therefore it is imperative that they are compensated
with in term of pay and allowance with special pay. In case of
CRPF, following are the condition which justify the special pay :i.
The prolong duty hours generally (on an average ) a
government employee (in civil services) is suppose to work for
eight (8) hours whereas in case of CRPF whether in the Peace area
or in operational area working hours are minimum 12 to 14 hours.
Normal working hours in CRPF, even in Peace location starts at
0600 hrs with Morning marker / attendance and physical efficiency
exercises to deployment / duties and continues beyond 1900 hrs –
the evening roll call for most of the personnel who have to perform
night guard duty and remain on call duty for exigencies. Whereas
in the case of Operational Units even during normal law and order
operations, it is not less than 16-18 Hours and during the Special
Operation against hard core militants / anti-social elements, it
ranges from 3 to 7 days in continuation, without any break that too
in a hostile environment, where even a minute of lack in alertness
may cause lethal damage or death of personnel.
Apart from prolonged duty hours the uncertainty regarding
starting and end of duty hours is also a considerable stressful issue
for all the personnel. CRPF personnel (unlike other civil employees)
are always expected to be in ready mode irrespective of day &
night , so that they must be available for all kind of duties at very
short notice not exceeding half an hour. Duty (operational or law &
order) once get started use to continue for an uncertain time span
depending upon the requirement of situation or availability of
31
ii.
iii.
iv.
v.
vi.
vii.
viii.
replacement (both of which are neither predictable nor in hands
of troops).
The service conditions of the CRPF are highly exhausting. Physically
strenuous in the Operation Area, i.e. most of the time people need
to be standing or moving with additional alertness. No scope for
relaxation during duty hours, no break no certainty of replacement
from duty or end of it. So many a time troops remain without food,
sometime without having opportunity to go to washroom.
The Special Pay necessarily required for compensating the high
mobility of the Force moving from place to place at a very short
notice without adequate provision for the journey (like railway
reservation) which causes lots of hardship to our men.
No striking or Reserve Force remains deployed throughout the
year.
For CRPF, there is no routine lifestyle, due to service
conditions and operational requirement. It disturbs the normal life
cycle of the people: like not taking breakfast/food/sleep etc. on
time which ultimately cause heavy toll on the health of the men.
Consequently men do suffer from lots of chronic diseases and heart
related diseases are becoming quite common.
Poor living conditions- Since the CRPF is deployed on needs basis,
no proper accommodation with basic amenities are available and
they
are
accommodated
in
temporary
shelter/tent/open
sky/Railway Platform without basic facilities like - toilet, bathroom,
light and hygienic living conditions. Most of time the living
conditions are sub human and no time to the troops to take care of
personal living spaces for days, especially during serious law and
order problems like riots and agitations. The problems are same
where CRPF is deployed on long term basis in states like J&K / NE
or Left wing extremists affected areas as states are not taking care
of troop’s accommodations due to various political and
administrative reasons. At the same time some areas are so
underdevelopment that states do not have any resources to
provide to the troops. In all the situations it is the CRPF personnel
which suffer all the time.
All the CRPF men have to maintain at least three to four
establishments thereby incurring additional expenditure which
needs to be compensated by Special Pay. The separate
establishments are must for education of kids, for wife and parents
who may require special attention or health issues besides being
they being at barracks in the place of deployment.
The CRPF is 24X7 days Force and always amidst Operational
hazard and hostilities. The life of the CRPF personnel are always
under grave threat even during the rest period, as the Camps are
always target for attack /suicide (Fidayein) attacks. In field areas
the troops even sleep or go to toilet with weapons due to threat of
attacks on camp. It is extremely stressful.
People need to always carry additional load of luggage like
uniforms, weapons and equipments like Bullet Proof Jacket, GPS,
Maps, Torch etc. and Arms & ammunitions which always create
additional toll/fatigue on the health of men. Even while moving on
32
ix.
x.
xi.
xii.
xiii.
xiv.
temporary duties the work requirements are such that one has to
carry different kinds of uniforms, shoes and equipments.
People need to maintain different dresses as required by the
service conditions which need to be compensated. The Kit &
maintenance allowance is not enough.
The additional telephone expenses during entire career span Since all personnel stay most of the time away from the family,
right from Constable upwards have to spent minimum of thousand
Rupees plus per month on the telephone to get connected with
their families and relatives. It is pertinent to mention that the
personnel are away from families for more than nine and half
months in a year.
The additional travel expenses:- Though the men are authorized to
avail LTC/Railway Warrant but that is not enough. All the men
want to avail their leave 3 to 4 times in a year; accordingly they
need to travel two to three times in a year to meet with their
families on their own expenses. The deployment being in far flung
areas makes them to expend lots of money to meet their families.
More so the deployments of CRPF are in such areas where means
of transportation is not easily available and generally costly. During
exigencies the personnel have to move by Air by incurring
expenditure. Owing to nature of job, Force personnel cannot plan
their journey in advance, and therefore they are never able to avail
discounted / low fares or reservation in railways.
CRPF people grow and develop under emotional isolation. This
emotional isolation creates lot of psychological problems amongst
the force personnel. In the average service span of 30 years,
during prime time of the life, they are not having occasion to live
with the family for more than five years and lead the normal
human life. After retirement too life does not become normal for
CRPF personnel as by the time they are already cut off from family
and society. Socially they are mostly ignored as they had in past
failed to attend social functions are to be with them when they
needed – all due to restricted number of leave he can avail and the
peculiar service exigencies existing throughout the career.
Since, CRPF personnel are always away from home therefore they
need to keep the family in the custodian/guardianship of their
relatives. They need to compensate the relatives not only for the
expenditure of their family but also to them for being the earning
member in the relation. It is substantial expenditure which one has
to essentially occur to secure the well being and health of the
family.
There are so many household works & commitments of domestic
nature which usually arises in daily life and normally done by the
head of the family himself, but in case of CRPF personnel’s family
generally in his absence only his wife & small children are
available. And thus such small works requires hiring of man power
from outside which is an additional burden to the family. It must be
kept in mind that most of the lady wives of personnel are from
rural background and are not able to handle these household works
33
without active assistance and guidance of husbands therefore in his
absence they need necessarily to hire such services.
XV. CRPF personnel are mostly deployment in the states whose culture
and traditions are different from theirs. They have to not only work
in such cross cultural scenario but have be sensitive enough to
discharge duties in such a way that it does not hurt anyone
resulting in further aggravation of law and order issues. This skill
development in cross cultural competence puts a person under lots
of stress and restlessness. They learn and practice it at the cost of
his personal comfort and belief.
XVI. There are 5125 women in the Force. The women personnel have
to mandatorily look after two families. The social compulsions are
such that for harmonious life this becomes family compulsions. The
numbers of women personnel needs to be enhanced but existing
conditions are not attractive enough for female talents to the
Force.
XVII. The force personnel are highly committed on festival days and thus
never able to celebrate the festivals with family members. The
present circumstances are so bad that these days are hellish for
troops as they have to be deployed for prolonged hours and remain
under continuous threat. And thus even celebrations in camp are
distant possibility. None of the religious festivals are celebrated
across the nation without deployment of CRPF/ RAF. This
deprivation of festivity and feast should be compensated by way of
additional pay like service pay.
XVIII. CRPF personnel are rushed for duties in transports which are
highly uncomfortable – like 3/5 tonners, remain in deployment
without any facilities , rush to places without train reservations and
perform duties first then to think of basic amenities including food
since CRPF is rushed into last moment when the situations are
already out of control.
XIX. CRPF personnel face lots of hardship resulting generally in chronic
diseases or suffering from injuries or malaria which are quite
common. It needs enhanced medical care, special diets and life
style cautions which results in additional financial burden on Force
Personnel. Financial support will motivate men to take care of
health issues in much better way and they can supplement diet and
adopt prophylactic care.
XX. As per provisions in F.R. 9(25), the special pay system was
evolved, mainly to arrest the proliferation of pay scales. In the
past, it had been granted to meet the following exigencies - when
one is assigned duties which are arduous in nature; secondly when
one is assigned duties which entail additional responsibilities.
According to these parameters too CRPF tasking and
responsibilities is far ahead in meeting the required criterion of
Special Pay.
XXI. CRPF is making number of sacrifices in order to meet the required
high standards and expectations from our services and profession.
In the field to meet this expectation the Force personnel have to
put in extra efforts and dedication towards duties at the cost of
34
owns comfort and that of family. For them commitment and service
to nation always comes first.
XXII. CRPF personnel are expected to exercise utmost control and
sensitivity during explosive and dangerous situations. It requires
mental toughness of highest degree, optimal patience and
emotional toughness. This is great professionalism but comes at
the cost of personal comfort and self dignity. Therefore, these
unique service conditions not only requires additional efforts on
the parts of CRPF personnel but also expose them to life
threatening working conditions & make the job far more difficult
than any other civilian equivalents including the uniform services
which can only be compensated by a CRPF service pay. The
prayer before commission is that it should be at least 25%
of basic salary and to be paid to all the personnel of CRPF.
35
CHAPTER –7
PAY- GENERAL DUTY (NON-GAZETTED OFFICERS)
INCLUDING TRADESMEN
7.1
THE CONSTABLE
The CRPF Constable is the lowest functionary of the Force and in terms of
interface with the public, is the most important. He is at the cutting edge of the
Force and the performance of the entire Unit(Battalion) to which he belongs
depends on the capability, competence and mental agility of the Constable.
7.2
The Smallest unit of the Force is a Section which normally has strength of 12
men and even this is further reduced to a group of 3 – 4 men when large
geographical areas (like during elections/naka etc.) have to be covered. In such
situations, the Constable individually at a location represents the Force, and has
(under the provision of law) the capability to act judiciously in response to the
situational needs.
7.3
This category of CRPF personnel(Non Gazetted) constitutes the bulk of the
Force and comprises supervisory(Subordinate Officer), operational (under
Officer and Constable) and administrative or support staff (tradesmen). The
existing strength of this group is as under:1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Subedar Major/Inspectors
Sub Inspectors
Asstt.Sub Inspectors
Head Constables
Constables
Constable (Cook)
Constable (WC)
Constable (SK)
Constable (BB)
Constable (WM)
Total
3139
8562
16047
36393
189798
7035
4269
4501
2193
2637
274574
7.4 The constabulary forms the largest category, and this demands special attention
in considering emoluments.
PRINCIPAL TASKS PERFORMED
Although the precise nature of tasks performed by Constables
differs widely
(because these are in response to specific situations), the principal features of
his job are as under:-
36
CONSTABLE (GENERAL DUTY)
·
Fights terrorists/ extremists and insurgents in pitched low intensity
warfare.
·
Tackles terror attacks including fidayeen attacks, attacks on camp or at
any public places.
·
Responds to angry, violent and riotous crowd to restore peace, protect life
and property of people.
·
Diffuses explosives, removes mines as when detected.
·
Opens roads for smooth movement of troops, public and essential
services through out the day.
·
Participates in prolonged jungle warfare with Left Wing Extremists.
·
Guard duty: Performs ceremonial guard duty too. But primarily has to
maintain constant vigil over the area around, comprehend a situation and
react properly.
·
Patrolling in defined and undefined areas and observe situations for
transmitting relevant observations to concerned authorities.
·
Proactive and Reactive role to control situations to restore law and order,
thorough knowledge of field craft and tactical appreciation of operational
area.
·
Instructional duties for developing physical skills.
·
Mess management to ensure timely supply of nutritious food to men.
·
Use of critical stores like weapons, explosives and maintenance of
records.
·
Use and maintenance of personal / formation weapons assigned to him.
·
Use and maintenance of special equipments introduced to counter the
increasing capability of the enemy.
·
Setting up Camps and Sentry Posts and their security in fields.
·
Utilisation of the special equipment.
·
To provide effective disaster relief in situation whenever tacked.
7.5
JOB EVALUATION
To ensure that a Constable performs the above mentioned tasks efficiently,
which varies from situation to situation, professional competence is imparted to
him through rigorous training of 36 weeks, which enhances his physical fitness,
handling of weapons and equipments, sharpens his mental abilities, provides
him with the knowledge of law, history, behavioural science etc and promises
skills of a Commando.
The demand from a CRPF constable is such that he has to be adept in handling
counter insurgency like a guerrilla, perform law and order duties like his civilian
counterpart, he must protect a VIP with the skills of a specialized commando,
secure installations at par with the Force actually trained for it, react to
disasters as a professional disaster relief force reacts and maintain a façade of a
neighbourhood policeman while handling the public.
7.6 JOB CHARACTERISTICS
While evaluating his duties, the under mentioned facts need consideration:·
There is no 8 hour shift for a Constable. He is available 24x7.
·
Even when he is supposed to be off-duty, he has to be in readiness to
“tuck up his shoes and get into action at a moment’s notice”.
37
·
·
When the general public celebrate any religious or significant public
occasion, the constable is invariably on duty.
The need to develop mental & professional abilities to -
Act expeditiously in a crisis situation;
Comprehend intricacies of a situation with which he is not familiar
and formulate suitable response;
Ø
Cecure support and co-operation of the local civil administration and
public to perform his duties well;
Ø
Demonstrate high quality of moral uprightness, as a custodian of
public property;
Ø
Judiciously decide (on the spur of the moment) the legitimacy and
quantum of use of force;
Ø
Maintain restraint even in most provocative situations.
It has to be recognized that this man combines in himself a high degree of
physical and mental abilities – in fact a unique combination of traits –
combining the courage of a soldier and judgment of a policeman.
Ø
Ø
7.7
7.8
ASPECTS OF JOB CONTENT
What makes the task of a Constable more strenuous is the unique nature of his
work environment. For example:Ø
Instability with regard to place of posting (A random study has
revealed that, by and large, an average Constable’s place of
posting changes 5-6 times in a year).
Ø
He has to encounter variety of climatic and geographical conditions to
which he should get quickly acclimatized.
Ø
Since the Camps are established on emergency basis, even creature
comforts (generally available to other police personnel) are not
adequately provided, because most of the Camps are make-shift
arrangements.
Ø
He has to quickly adapt to the dynamic requirements of his job.
7.9 The National Police Commission (1979) on the basis of a sample survey observed
that “the actual work done by the Constables had shown that 86% of their time
was spent on duties which required initiative, exercise of discretion and
judgment and only 14% of duties were mechanical in nature.” If a survey like
this is conducted now, probably figure would be at least as much. These
percentages are only in respect of analysis of time spent by a Constable. The
intensity and strain of work has to be considered additionally. The role of
constabulary has been a topic of examination and study by other nations also,
and the SHEEHY COMMISSION (1993) OF U.K. has also observed that for
ensuring morale and efficiency of the Police Force, “bench mark of police pay
levels should be the median of the Private Sector Pay.”
7.10 THE COMPENSATION PACKAGE
PRESENT AND FUTURE
OF
A
CRPF
CONSTABLE
–
PAST,
During the period 1975-86, a CRPF Constable was in the salary grade of
Rs.210-270 which was generally at par with the State and other related ParaMilitary Forces. Probably, the need for professionalism was not keenly felt at
that time. The nature and functions of CRPF have changed considerably during
38
the last decade. (These have been given out in detail in Chapter-2).
In
response to the changing situations, CRPF rightly upgraded the minimum
qualification level of a Constable from 8th Standard to Matriculation, and also
prescribed rigorous training exercise including tests for the Constables.
7.11 The anomaly of the situation is further illustrated by the fact that a Shot Firer in
a mining organization was placed in higher category (skilled) by Government of
India whereas he is required to apply a limited knowledge and the work stress
was considerably below the level of a CRPF Constable. It has to be further
appreciated that while a Shot firer performs his job in a routine manner, a CRPF
Constable (as indicated by the National Police Commission) has considerable
discretionary dimensions.
7.12 The same order of Government of India has placed the Cook and Head-Cook in
the semi-skilled and skilled category. The Constable however could not have
been placed in a semi-skilled category.
7.13 Constabulary constitutes the largest working force of the CRPF and since no
forum and even informal associations are permitted by law for collective
bargaining, CRPF management which was concerned about the maintenance of
high morale of the Constables, asked the National Productivity Council to
examine the nature and extent of job performed by a Constable including the
degree of professionalism. The NPC Report (1994) has formally stated (refer
Appendix-E) that a Constable is ·
A professional;
·
A highly skilled employee;
·
And the quality of working life of a Constable is considerably low as
compared to other skilled personnel.
·
Beyond 1994,much has changed in a span of 20 years, the Constable has
acquired multiple skill in view of the changing recently scenario end the
versatility expending out of him.
7.14 CONSIDERATIONS FOR DETERMINING COMPENSATION
If a compensation package has to be devised on the basis of some of the wellknown parameters of job evaluation, physical, mental stress and the quality of
working life, the job-ranking could be considerably high for this category of job.
Any judicious decision in the matter of pay compensation would demand that a
CRPF Constable is considered as a professional and not merely a highly skilled
person.
7.15 POSITION OF CONSTABLE IN U.S.A.
In the United States, the salaries of Government employees (White Collar) have
been fixed from time to time. In 1993, the Federal Government suggested that
ten percentage allowances be given for night work –overtime in excess of eight
hours of a day or forty hours of a week be compensated by one and half time
the hourly rate. In respect of salaries, they fixed the bench mark level of the
salary of lowest employees working for law enforcement activities i.e. at
Constable level at GS level –three at step seven(There are total 15 General
Service Pay levels and each level has ten steps, which implies substantially
higher minimum of the scale.
39
7.16 The purpose is not to seek parity with United States Pay structure, but to
emphasise that the Constable have been accorded higher status as compared to
other Federal employees.
7.17 Constables in CRPF perform arduous nature of duties for more than 12 hours in
a day and night under difficult conditions and hostile environments. Highly
mobile nature of CRPF enforces them to bear unpredictable moves especially
while working with the duty Battalions, which often remain deployed in remote
and inhospitable terrains, lacking basic amenities. Therefore, they deserve for
a special consideration for grant of benefits in the form of two additional
increments (one from the date of attestation and another from date of
completion of probation period successfully).
JOB CHARACTERISTICS OF SUPERVISORY PERSONNEL
7.18 HEAD CONSTABLE
The Head Constable is a Section second in command.
He has toi.
lead field operations
ii.
Impart regular training as part of the the on –the- job training as
well as refresher training
iii.
Counsel counsel and provide psychological support to the men,
who
work under constant stress.
iv.
Interact and maintain close contact with the Civil Police
v.
Exercise judgment with regard to use of force through clear
understanding of the Provisions of the Law.
vi.
Exercise utmost care and caution in the maintenance of store records and
upkeep and maintenance of store
vii. Ensure safe custody of weapon and special equipments and ensure proper
maintenance.
viii. Ensure that good and nutritious food is served in the mess and records
are appropriately maintained.
In addition to the above, he also functions as a trainer, Kote NCO,
Commander and post commander.
Mess
7.19 SUBORDINATE OFFICERS
The Subordinate officers in the field are – Asstt Sub Inspector, sub- Inspector,
Inspector and Subedar Major. They are the crucial link between the men and
the Commanders.
7.20 ASSISTANT SUB INSPECTOR
ASI is Section Commander of the Section and responsible for commanding a
Section which is the
basic unit for
tackling conflicts. He is the first
Commander. He ensures implementation of command orders in appropriate
way and also in absence of senior commander he is the first responder to the
situation.
40
He is in charge of manpower and stores. He earns his promotion from the Head
Constable rank after 25 to 30 years of service.
7.21 SUB INSPECTOR
This is the level at which 50% are recruited directly and 50% are
promoted from lower ranks. The minimum educational requirement for a
direct recruit is graduation from a University and intensive training of 48 weeks
duration is provided for him to function effectively. The special features of the
duties are –
Ø
Commands a Platoon which comprises of 37 personnel.
Ø
Maintains all the administrative records about the activities of a Platoon.
Ø
Disburses of cash and maintains Mess Records.
Ø
Administration of the Mess.
Ø
Use and maintenance of 3-4 vehicles.
Ø
Leads a Platoon during operations involving display of high quality of
leadership.
Ø
Collects, interpret and disseminate operational intelligence.
Ø
Ensures discipline among his subordinates.
Ø
Serve as a link between Platoon and Company Commander.
Ø
Operate and manage office functions, especially correspondence.
Ø
Interact with the authorities of the State Government to secure their
support.
Ø
Ensures proper field training of the men under him.
Ø
Ensures proper provisioning.
7.22 INSPECTOR
An Inspector is a Second-in-Command of a Company (of 135 men) and more
often than not, he has to assume the role of a Company Commander in field
duties and perform administrative functions.
It normally takes to a Sub Inspector 7 – 8 years to become an Inspector. His
charter of duties include –
i.
Maintenance of books of accounts and disbursement of cash.
ii.
Ensuring proper upkeep and maintenance of Company records.
iii.
Conduct of Orderly Room(Summary Trials) in the absence of Company
Commander.
iv.
Custody of arms and ammunition of the Company.
v.
Ensuring total security of the Company in a hostile environment.
vi.
Dealing with all administrative aspects like sanction of leave etc as
company Second-in-Command.
vii. Mess management.
viii. Maintenance of morale and motivation at high level.
ix.
Ensure proper provisioning.
x.
Plan and conduct operations.
xi.
Maintain liaison with local authorities.
7.23 SUBEDAR MAJOR
He is the eyes and the ears of the Commandant and symbol of the organization
at the level of the Battalion and a position which every Constable aspires in his
41
career. He represents and reinforces the traditions of the Force. An essential
feature of the job is to plan, organize and conduct intelligence network. He is a
confidential advisor to the Commandant of the Battalion and has direct access
to him. He is required to inspire his men by discipline of distinctive qualities –
(both managerial and leadership).
He has special responsibilities for
maintaining financial records and accounts of all the Regimental Funds of the
Battalion. He projects the image of CRPF to outside agencies and negotiates
with them on operations and strategy of the Battalion.
The recommended Pay Scale from Constable to Inspector is annexed at
Appendix-F.
(AUTHORISATION OF OFFICIATING PAY – REFER TO PARA 18 OF ANOMALY)
42
CHAPTER-8
PAY – GROUP ‘A’ OFFICERS (EXECUTIVE)
8.1
Group ‘A’ officers in CRPF are critical leaders who requires determination /
firmness of an Armed Force Officer and tact and overall understanding of a
crisis situation of a police officer. With unparallel experience of handling
various crisis situations in different parts of the country, they are required to
lead their troops for desired response of a disturbed situation with
support/guidance of local administration. They have to rise up to much needed
leadership and face emerging challenges every time they are called upon. On
account of its versatility and reputation, the Force is also tasked to perform VIP
security duties, disaster-relief in natural calamities/man-made disasters etc.
There is no other Central Armed Force in the country which is expected to
combat such emergent internal security problems/situations of varying nature
and magnitude with ‘no fail’ expectations. The performance of the CRPF men
to rise to the challenges directly reflects on the ability of the officers to train,
prepare and supervise men under their command at very short notice, without
resources for mobilisation/infrastructure and desired operational inputs of crisis
situation. In all the cases, the burden of success and failure of the troops
under his command is his onerous responsibility.
Officers are the face of any organisation as they are the executors
of policies of the government and are directly responsible for achieving the
organizational goals. In forces like CRPF, the role of officers is highly critical
and crucial as they have to lead the large number of armed men. They have to
motivate them to work in a scenario where they are highly exposed to various
serious hardships and hazards like threat to life and limbs. The level of
leadership required to motivate, train and make them to work in a hard and
hostile environment can be well understood. This can be possible only when
an officer conducts himself like their guardian and addresses their problems
promptly. ,In this manner, an officer has to take a very high burden of
responsibilities on his shoulders under stressful conditions and expectation of
right decisions. One wrong decision in such circumstances may lead to
casualties. Therefore, officers are always under pressure to save the precious
lives of men under their command and to achieve desired results in critical
situations.
Hence, the task, role and duties of an officer in CRPF are much
more difficult than any other service as most of the time they have to work in
crisis.
8.2
The hierarchy of officers in the organization is as follows:
i.
Director General
ii.
Special Director General
iii.
Additional Director General
iv.
Inspector General
v.
Dy. Inspector General
vi.
Commandant
vii. Second-In-Command
43
viii.
ix.
Deputy Commandant
Assistant Commandant
8.3
The intake of officers is at the level of Assistant Commandant, by promoting
Inspectors and through Limited Departmental Competitive Examination
(LDCE), wherein Inspectors and Sub-Inspectors fulfilling the eligibility criteria
are put through LDCE. The direct entry of officers is regulated through an All
India Competitive Examination conducted by the UPSC. The cadre of officers is
controlled by the Government of India and the officers come under the
category of Group-A General Central Services.
8.4
The nature of duties as explained above calls for display of exceptionally high
level of personality traits and skills from these officers putting them under
constant pressure at all times. Some of them are enumerated below:·
High degree of physical fitness to withstand rigours of extreme climatic
conditions, frequent moves and greater demands on the person.
·
Regular updation of his profession skills of handling various
naxal/insurgency operations integrating weapon, tactics, technology and
human resources.
·
Dexterity to deal with complex and diverse public order problems.
·
Mental capabilities to quickly comprehend, analyze and formulate action
plan in crisis situations.
·
Capability to integrate the activities of the Force with various local
agencies and develop a common operating strategy while maintaining
the identity of the Force.
·
Capacity to garner resources in unfamiliar and often hostile
circumstances.
·
Develop and foster team spirit in the Force.
·
High sensitivity to human values, protection and preservation of human
rights under extremely adverse circumstances.
8.5
CAPACITY TO LEAD FROM THE FRONT
The success of CRPF officers lies in developing these personality traits and
expertise through sustained training efforts, enhancement of knowledge in
weaponry, and field experience and the constant urge to excel. They also have
to ensure that the troops stay fully motivated at all times and perform
assigned tasks effectively and fruitfully.
8.6
THE JOB PROFILES OF THE EXECUTIVE OFFICERS
8.7
ASSISTANT COMMANDANT
He commands a Company of 135 armed men. His responsibilities carry
i.
Plan and conduct operations.
ii.
Ensure on the job training to keep the Coy in constant state of
operational preparedness’s for requirement in any situation.
iii.
Organize independent intelligence network for operational efficiency.
iv.
Ensure effectivity and serviceability of armaments in the Company.
v.
Office administration including personnel management and grievance
redressal.
vi.
Exercise of disciplinary powers.
44
vii.
viii.
ix.
x.
Drawal and disbursement of pay and allowances and maintaining
connected books of accounts.
Provisioning.
Closely supervise the Coy’s camping and messing arrangements, besides,
meeting recreational and welfare needs.
As a Company Commander, he represents the Force in the field and as
such is required to:a. Effectively interact with the local authorities to enhance operational
capabilities.
b.
Obtain support from Battalion Headquarter and local officers
relating to housing, logistics and other administrative needs.
8.8
DEPUTY COMMANDANT
He is assigned a variety of responsibilities in the Battalion and Group Centre
i.e. Deputy Commandant (Adjutant)/ Deputy Commandant (Quarter Master) /
Motor Transport Officer / Deputy Commandant (Ops). As DC (Adjutant), DC
(Admn), he looks after effective planning and execution of various
upgradation/promotion, training/exercise, general administration, office and
personnel management. Logistic support i.e. provisioning and motor transport
etc as DC (QM/MTO) DC (Store). Planning, supervision and execution of
operational commitments at the Battalion level as DC (Operations).
He is also responsible for gathering operational intelligence and maintaining
effective communication network in the Battalion. He has to keep proper
liaison with State Administration and co-ordination with Civil Police on behalf of
Commandant. In the field, he has to take independent decisions and has to
guide the Coy Commanders to ensure operational efficiency including planning
and execution. They also exercise judicial powers.
8.9
SECOND-IN-COMMAND
He is the backbone of the Unit administration and has the responsibility of
financial management i.e. budgeting and drawal and disbursal of pay and
allowances. As the Welfare Officer of the Unit, he is responsible for running of
Regimental Institutions and organizing various other welfare activities in the
Unit. As Education Officer of the Unit, it is his responsibility to plan on-the-job
training and refresher training to meet the challenges of the changing security
scenario in the deployed area and to upgrade the educational standard of the
men to acquire promotional qualifications. He supervises all the procurement
activities of the Unit and monitors audit and accounts of the Unit. In the
absence of the Commandant, he commands a Battalion and discharges all the
administrative as well as operational functions of the Commandant. He is
assigned as the Presiding Officer of all the Recruitment Boards and is
responsible to carry out recruitment fairly and justly. In the event of formation
of Adhoc Bns to meet exigencies of the situations or during elections he is
assigned as the Commandant of the Battalion with troops hailing from different
Units making command even more difficult. He assists and advises the
Commandant in day-to-day functioning of the Unit.
8.10 COMMANDANT
45
He is the senior most Officer of the Battalion and functions as Head of Office.
He has overall responsibility for the internal administration, discipline, training,
welfare and well-being of all officers and armed men under his command, 1154
in number. He is also responsible for the career planning and service matters
of officers and men under him. He has to plan and execute at Unit level with a
view to achieving organizational goals.
8.11 He has the overall responsibility for the planning and execution of operations at
Battalion level. He has to personally plan, supervise and check the deployment
regularly. He has to maintain close liaison with State authorities up to the
highest level to develop rapport and understanding of the prevailing law and
order/operational scenario besides, arranging the infrastructure and .... for the
Unit. Being in remote locations, he has to function with a great deal of
autonomy in administering the Unit.
He is also responsible for the
maintenance and safety and security of men and material, arms and
ammunition and special equipments and other property/stores worth crores in
the charge of the Battalion. He has to ensure that the officers and the men
under his command are well fed and their recreational needs are taken care of.
He has to plan and ensure effective training of the Battalion. He has to keep
his men motivated and free of ailments at all times. He also exercise judicial
powers vested in him.
8.12 DY. INSPECTOR GENERAL
By the very nature of its role, most of the Force is mobile. Therefore, it was
considered necessary for the Force to have Group Centres which are static
institutions for providing support and perform house-keeping jobs like
maintenance of records and accounts in respect of the attached battalions,
normally 4-5 in number. The Group Centres also provide medical and housing
facilities to the families of the attached Battalion personnel and are headed by
an officer of the rank of DIG. DIsG are also commanding operational Ranges
and Training institutions and are functioning as Staff Officer in Sector Offices.
The special features of his job are:i.
Exercise financial powers with a view to procuring stores, equipments,
tentage etc. for the attached Battalions, as well as Group Centre.
ii.
He has to ensure audit of all financial transactions of the Battalion as well
as the Group Centre.
iii.
As the Estate Officer of the Group Centre, he has to exercise legal
powers. He has also to plan and ensure construction of buildings and
their proper maintenance. He is also responsible for the safety and
security of separated families staying in the Group Centre.
iv.
Township administration in respect of sanitation, water and electricity
supply and public health in the Group Centre.
v.
Management of educational institutions up to higher secondary level.
vi.
Organize welfare activities for all the personnel and their families of
Group Centre and attached Battalions.
vii. Administration of salary and wages in respect of all the personnel.
viii. Ensure proper maintenance of weapons and ammunition, special
equipments and stores.
46
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
Liaise with State authorities in respect of all matters concerning Group
Centre and attached Battalions.
Exercise disciplinary powers including judicial powers.
Supervise training of recruits and In-Service Courses.
As Range- In Charge they function in the same manner as their civilian
counterpart as they are fully answerable and accountable for the Forces
operating in the area.
They have to plan and execute operations at the highest level.
They have to maintain close liaison with their civilian counterparts in
order to understand the changing dynamics of the operational scenario
and to obtain constant support.
They have to be constantly on the move to observe, supervise and
inspect the operational and administrative performance of the Battalions.
8.13 INSPECTOR GENERAL AND ABOVE
Their duties and responsibilities are similar to those of their counterparts in the
Civil Police excepting that in the CRPF these officers have to operate across a
wider spectrum of activities, over a larger area. They also have to travel
frequently all over the country in highly disturbed areas and therefore, face
increased risks. They have to interact closely with senior officials of a large
number of States with a view to obtain their support. At the operational level,
they have to plan and ensure execution of operations at a higher level.
8.14 JOB TRANSPARENCY AND MULTIPLE ACCOUNTABILITY
Normally, a Government official is accountable to his administrative superiors
and to the public. In the case of CRPF officers, while they are primarily
accountable to their administrative superiors and the public, because of the
peculiar working environment they additionally become accountable to the
State authorities at various levels. The need to obtain support from the other
authorities as mentioned above places a great burden on the officers. His
inter-personal skills have to be of a very high order so that he can effectively
manage the situation.
8.15 STRESS DUE TO CHANGING ROLES
i.
The stress generated out of the multiple roles in adverse conditions over
time/response/impact/expectations is enormous.
ii.
The troops move from one theatre of conflict to another theatre of
conflict, from tackling law and order to fighting insurgency, to providing
security to VIPs, to rushing to provide relief in the event of natural
calamities, to providing security to vital installations and so on and so
forth. What other roles would be assigned to the Force only time would
tell as the country is passing through many conflicts at the same time.
iii.
Additionally, the Force is expected to assist the United Nations and other
international bodies in peace keeping operations.
iv.
Adapting oneself to changing roles calls for high degree of versatility,
awareness, mental ability and the capacity to withstand and rise up to
the plethora of expectations of one organisation as well as the State
administration.
47
8.16 Effective performance of jobs in different situations demands versatility and a
comprehensive study and awareness of the history, sociology, dynamics and
economics of the place and all this requires mental ability of a high order.
8.17 OFFICER A HIGHER VALUE TARGET
The proxy war has changed the complexion of internal security situation in the
country. Unlike the Army the Force is fighting war everyday against the
enemies within the country. The battle-field has shifted from borders to places
within the country and the enemy is one amongst us. In this situation, the
adversaries rightly feel that it will be convenient to demoralize the public by
eliminating an officer which may be a bigger achievement for them as
compared to targeting lower functionaries. This makes the officers of the Force
highly vulnerable.
8.18 MANAGING CRISIS SITUATIONS IN SPITE OF ODDS.
It is true that essentially the Force manages crisis most of the time. The
officers role therein become more complex and arduous when he is supposed
to marshal scarce resources at short notice to match any situation. He has
therefore, to strain his nerves to marshal human and other resources at a
short notice and achieve results in spite of handicaps. Prolonged deployment
in far-flung areas in high risk situations results in social isolation and they feel
alienated. The officer has to bear the shocks of internal administration and in
addition, act as shock absorbers to keep the men in right psychological frame.
8.19 NURTURANCE AND SOCIAL ISOLATION
The officers of the force have a great role to nurse and nurture the men under
their command. They are responsible for arranging provisions of all kinds for
community living/camping.
This ranges from accommodation, water,
electricity, hygiene, sanitation, messing and recreational facilities which are
difficult to get in a crisis situation. Further, they have to look after their men
as their own wards living away from the family. The officers have to make
themselves available to the men for emotional anchoring during physical as
well as psychological traumas. The officers on duty and off-duty have to spare
no pains and pangs in ensuring this. The men seek shelter and refuge in them,
be it peace or in an operational situation. The Gazetted officers, therefore,
assume the nurturance role of a ‘Mother’ and the role of a ‘Father’ for
educating and guiding the men under their command.
He has to fulfil this
nurturance role and at the same time he is expected to maintain a distance.
This is a dilemma which he faces frequently.
8.20 HANDICAPS FACED IN THE ABSENCE OF ORGANIZED SERVICE
The Group ‘A’ Executive Officers numbering 4974 are not given status of
Organised Service. Thus lack of status of Organised Service deprives them of
the following advantages:a)
Proper cadre management.
b)
Smooth career progression.
48
c)
d)
Opportunities to proceed on deputation for wider
exposure and
experience.
Proper training facilities including detailment on foreign courses for
proper career planning.
8.21 Further lack of status of organised service has put Group ‘A’ officers at great
disadvantage in terms of pay and facilities/entitlement in comparison to other
Central Group ‘A’ services. The benefit extended to the Organised Services in
6th Pay Commission has put CRPF officers at least 2 - 3 stages below the
entitlement of their counterparts in other Central Services in terms of
promotion/financial upgradation.
8.22 SUGGESTED AWARDS
Our prayer before the Commission are:(A) NON FUNCTIONAL UPGRADATION
With a view to redress the problem of stagnation, after consideration of the
recommendations of 6th Pay Commission, Government granted non functional
upgradation on recommendation of DoPT and issued order for grant of Non
Functional Upgradation (NFU) only to organized services vide OM No.AB14017/64/2008-Estt(RR) dated 24/04/2009. NFU is applicable to the officers
in PB-3 and PB-4 and it has nothing to do with the promotion. As per above
said OM dated 24/04/2009, the NFU is granted to the officers belonging to
organised Group ‘A’ services that are senior by two years or more & have not
been promoted from the date of posting of IAS officer in particular grade at the
Centre. (meaning thereby that edge of 2 years is given to IAS over other
Group ‘A’ organised services).
The basic idea behind the implementation of NFU was to established financial
parity among various All India and Group ‘A’ Services and to address the
problem of stagnation being faced by various services/cadres. It has always
been endeavour of Pay Commission to establish a reasonable parity in pay and
perks of various Group ‘A’ services. 5th CPC also categorically recommended
(Para 22.32 of 5th CPC Report) to a revised cadre mechanism to bring the
uniformity in the career progression of All India Group ‘A’ officers to remove
the disparity.
NFU was brought in place with a vision to remove stagnation and disparity
among various cadre but Group ‘A’ cadre of CAPFs were not extended the
benefits of NFU due to mis-interpretation and mis-representation of facts,
taking the plea that 6th CPC mentioned the word “Organised” in its report for
implementation in various services.
Accordingly, NFU was extended only to organised Group ‘A’ services, and
Group ‘A’ officers of CRPF having more rigorous, hard and risky services
conditions are deprived of the benefit of NFU inspite of the facts that they are
facing severe stagnation.
It has created a huge disparity as various very small cadres working in
comparatively cozy environment and comforts of national/state capital, are
getting much higher pay any status and organisations like CRPF having highly
sensitive role of internal security has been kept out of the ambit of NFU,
despite being a big cadre of almost 5000 officers and facing grave stagnation.
Officers of CRPF are dealing with highly sensitive matters having direct bearing
49
on country’s security and are always working in hostile, inhospitable and very
tough environment in various disturbed theatres of country, leading/managing
the armed men in serious crisis situation.
Officers stagnating since long and entrusted with sensitive duties may have
serious consequences and it has led to severe de-motivation, which may be
highly detrimental to efficiency of Armed Police Force like CRPF. Group ‘A’
officers of CRPF deserve the benefit of NFU on the following grounds:i.
The officers of CRPF perform duties of highly sensitive nature in very
tough conditions as compared to that of other services who are getting
NFU.
ii.
The stagnation in Group ‘A’ executive cadre of CRPF is much severe as
may be seen from the following table:RANKS
iii.
iv.
v.
TOTAL
NO.
OF
POSTS
IGP
17
NO. OF OFFICERS
STAGNATING
IN
THE RANK AFTER
COMPLETION OF
REQUIRED
SERVICE
2
PERCENTAGE
OF
STAGNATION
DIG
CO
138
297
19
148
13.76%
49.83%
2-I/C
DC
278
761
179
295
64.39%
38.76%
11.78%
Some of the CAPF officers(like Asstt. Commandant in CRPF) are already
granted one Non-Functional Upgradation after first four years of service
and hence these are already a precedence of NFU in CRPF.
After few years of service, huge disparity in terms of pay, perks and
status crept in comparision to most of the other Group ‘A’ service.
Moreover due to non implementation of NFU in CRPF, a serious disparity
and administrative problems has been created within the organisation.
The benefits of DACP have been granted to the Medical Officers of CRPF
who form only an ancillary service in CRPF, with the result the Medical
Officers much junior to their counterparts in executive service, are
drawing more pay than the executive officers which is a clear cut case of
disparity and cannot be justified by any reason. What can be more
disheartening for executive officers then the scenario being faced by
them in CRPF currently in which an executive officer with 17 years of
service is in Junior Administration Grade (JAG), whereas his counterpart
Medical Officer is getting the pay of DIG (PB-4 with GP Rs. 8900/-) and
putting on the rank of Commandant. Similarly the executive officers with
13 years service are Dy. Commandant and getting the Senior Time Scale
(PB-3 with GP Rs. 6600/-) and Medical officer with equal service is in
Selection Grade (PB-4 with GP Rs. 8700/-) and putting on the ranks
badges of Commandant. This huge disparity in terms may very well
appreciated from following chart.
50
RANK STATUS AND PAY
Years Medical
of
officers
service CRPF
10 years
13 years
16 years
20 years
Other
in services/IPS
2IC/JAG, PB-III,
GP- Rs. 7600/CO/SG, PB-IV,
GP- Rs. 8700/-
JAG, PB-III,
GP Rs. 7600/SG
(STATED
TO
DECOME DIG), PB-IV,
GP Rs. 8700/CO/SST, PB-IV, DIG/SST, PB-IV,
GP- Rs. 8900/- GP Rs. 8900/DIG/SAG, PB-IV, IG/SAG, PB-IV,
GP- Rs. 10000/- GP Rs. 10000/-
CRPF
officers
DC/STS, PB-III,
GP Rs. 6600/DC/STS, PB-III,
GP Rs. 6600/2IC/JAG, PB-III,
GP Rs. 7600/CO/SG, PB-IV,
GP Rs. 8700/-
*
*
Due to ongoing stagnation, within 2-3 years,
situation will come where executive officers of CRPF
with 20 years service will be 2IC(in JAG).
vi.
The order dated 24.04.2009 of DoP&T granting Non-Functional
Upgradation for officers of organized Group ‘A’ Service in PB-3 and PB-4
grade, aims at financial relief to the officers who have been facing
stagnation despite being eligible for promotion. Denying this benefit to
Group ‘A’ officers of CRPF would amount to discrimination and would
defeat the very purpose/policy of the Government. The MHA had carried
out a study on Occupational Stress in Paramilitary Forces (CRPF and BSF)
through IIM Ahmedabad. The IIM has submitted the report that due to
slow promotions within cadre and non availability of Career enhancement
opportunities, officers/personnel are having immense Occupational Stress
in the CAPFs.
Issue of NFU has been raised by the department and officers with
Ministry of Home Affairs administratively. MHA vide OM No.P.I.1/21022Pers-DA-Pay dated 28/10/2013 has also desired to raise the issue
before 7th CPC.
(B) PLACEMENT OF SECOND-IN-COMMAND IN PB 4
The Second in Command of a Unit is supposed to work as the Commandant in
the absence of the later. The Commandants generally remain away from the
Unit for about 4-5 months, on leave/duty/course/administrative commitments,
Second-In-Command have been functioning as Principal Staff Officer of
Commandant when Commandant is available. As Principal Staff Officer he
looks after all unit functions pertaining to administration, provision, training
and transfers. He is responsible for proper handling of unit’s accounts also.
Apart from the above, the Second-In-Command is designated as Commandant
of the Unit for need on adhoc basis regularly during various assignments i.e.
election/law & Order situations and various contingenies and thus he/she has
to discharge all the duties of a Commandant during that given period of time
and that too under the
51
most challenging environment. Thus the post of Second-in-Command in CRPF
deserves to be placed in PB-4, as in Defence Forces its equivalent rank of Lt.
Colonel has been granted PB-4.
(C) NON IMPLEMENTATION OF RECOMMENDATION OF 6TH PAY
COMMISSION
a)
The 6th Pay Commission had recommended that the upgraded
posts of DIG(upgraded from Addl. DIG) should be fully available to
ex-cadre officers and 20% of the remaining posts of DIG will be
occupied by officers on deputation. Similarly in the rank of IG and
ADG, the Commission had provided for 50% and 33% of posts
respectively to be made available to ex-cadre officers. However,
contrary to this, currently 20% of the overall posts (i.e. upgraded
as well other posts of DIG existing at that time ) is manned by IPS
Officers on deputations against the spirit of the recommendation.
Where as in the rank of IG the recommendation
has been
complied with. Again in the rank of ADG, the cadre officer makes
for only 25 % of the total posts. This aspect needs reiteration by
the Pay Commission in order to remove the anomaly.
(D) NEED FOR ADDRESSING THE STAGNATION PROBLEMS /
DEMAND FOR BETTER CAREER PROGRESSION FOR GROUP “A”
OFFICERS OF CAPFS CADRES.
Pursuant to para 1 (viii) of Govt`s resolution No. I-/1/2008 –IC dated
29.8.2008 , MHA will take administrative view on the recommendation of
Sixth Pay Commission relating to deputation quota for Indian Service
Officers in CAPFs at the level of DIG and above (i.e. IG , ADG & Spl. DG
).
Pertinently vide Para 7.19.32 of its report 6th CPC had observed that
specific issue of stagnation in Group “A” posts in various CAPFs would
be properly addressed only if, a larger number of posts are reserved
for being filled up by the Cadre Officers. Further vide Para 7.19.33, 6th
CPC recommended further that all posts up to the rank of DIG should,
henceforth, be filled by promotion from amongst the officers of
respective CAPFs. 50% of the posts in the grade of IG/equivalent and
above should be allowed to be filled on deputation with the remaining
posts being filled on promotion of eligible officers.
Vide Para 2 of Annexure
II of note sent by BSF on 7/4/2008 in
response to MHA U.O. No. II -27012/13/2008-PF-1 dated 1/4/2008, it was
strongly
recommended that recommendations of sixth CPC at Para
7.19.33 may please be implemented in the better interest of the Force.
Vide Sl.No. 2 (iii) of CRPF Dte. Gen. U.O. No. P.I-1/2008- CRPF (6th CPC )
dated 4.4.2008 to MHA it was submitted that the CRPF unanimously
accepted this recommendation that 50 % posts in the rank of IGs and
50 % posts in the rank of ADG and 50 % posts in the rank of Spl. DG
as & when created, will be held equally by IPS officers and officers of
the CRPF on promotion.
52
Vide Sl. No. 2 (ii) of aforementioned CRPF U.O. dated 4.4.2008, reacting
on 6th Pay Commission recommendations that all posts upto the rank of
DIG should, henceforth , be filled by promotion from amongst
the
officers of respective CAPFSs, it was brought out that the organization
had divergent views on this issue. While cadre officers strongly felt and
approved that 100% posts of DIsG should be filled up by promotion from
amongst officers of respective CAPFSs, IPS officers were of the opinion
that at least 10% of the posts in the rank of DIG must be kept for
IPS officers coming on deputation. If these posts remain vacant for
more than 3 months they will be diverted to cadre officers.
In this context it is worthwhile to quote from Para 1.2.25 of 6th CPC
report which inter alia states “ all the recommendations made by the
commission are limited and interconnected and need to be treated as an
organic whole. Partial implementation of these recommendations will
destroy the underlying spirit, break the common thread and bring in
anomalies and inconsistencies”.
It is a known fact that promotional opportunities to cadre officers of
CAPFs suffer from quite acute degree of lopsidedness vis-a-vis ex-cadre
officers even though in Para 3.1 of official booklet issued by DoP & T
with title “ Cadre Management of Group “A ” Central Services ” it has
been propounded that “an ideal cadre structure should be capable of
fulfilling the legitimate career expectations of the member of the service“
and that the functional needs of a regularly constituted organization
ought to be fully met by cadre posts”.
The number of departmental group “A” officers as on date
9458 as per split up details given below :DG
ADsG
IsG
DIsG
COMDTS.
2ICs
DCs
ACs
TOTAL
=
=
=
=
=
=
=
=
=
in CAPFs is
NIL
02
24
510
840
636
2345
5101
9458
For whom the total number of posts available for promotion at the level
of DIG, IG and above to cadre officers of CAPFSs are as under:DG
=
NIL
SPL.DG
=
NIL
ADsG
=
02
IsG
=
24
DIsG
=
328(includes
197
posts
of ADIG now upgraded)
TOTAL
=
354
In comparison to the above , total number of IPS officers presently on
deputation to CAPFSs are only 132 for whom the number of higher level
posts available is as under :-
53
DG
SPL.DG
ADsG
IsG
DIsG
TOTAL
=
=
=
=
=
=
5
5
10
44
68
132
Pertinently the total strength of IPS officers in India as on 1.1.2008 is
3309 for whom number of posts available are as under :DG
ADsG
IsG
DIsG
Total
=
=
=
=
=
41
133
336
487
997
In the recent communication received from MHA in BSF and CRPF for
creation of additional posts of ADsG/Special DsG , It is revealed that
only 33.3 % representation in rank of ADG has been catered for cadre
officers as against 50 % recommended vide Para 7. 19. 33 OF 6TH CPC`s
report.
In order to mitigate acute problems of stagnation and to ensure better
career
progression
of
CAPFSs
cadre
officers, MHA, while
taking
administrative view in terms of Govt. Resolution has Para 1 (VIII), has
requested to give due weightage to submissions made in the foregoing
paragraphs while determining the quota of Indian Police Officers in the
CAPFSs at the level of DIG, IG, ADG and Spl. DG and therefore, decide to
fill up 50 % posts of DIG, IG, ADG and Spl. DG from amongst the
CAPFSs cadre officers in their respective organizations .
(E) RECOGNITION AS ORGANIZED SERVICE
While the Department of Personnel and Training has issued notification
providing for grant of Non-Functional Up-gradation, the Government is yet to
allow this benefit to Group ‘A’ officers of CRPF.
The Central Reserve Police Force, the world's biggest paramilitary force, has
4974 officers out of which about 4,421 are in Pay Band 3 and for these officers
only 545 posts are available in Pay Band 4. Given the limited number of posts
in PB 4, promotions to higher posts for CRPF cadre officers have become rare.
Induction of cadre officers was done in an highly unscientific manner over the
years without any due regard for the career prospects of the officers and in
violation of the instructions of the Union Public Service Commission or the
DoPT that are responsible for the management of Group A cadre.
While the CRPF Rules framed in 1955 specifically provide for conditions of
service, cadre regulations for inclusion of officers in General Central Service
Group A (earlier class I), the Group ‘A’ Executive Officers of CRPF are not
recognized as an organized service inspite of following facts:-
54
i.
ii.
iii.
iv.
v.
Vide Para 1.12 read with Para 2.7 of DOP&T monograph, 1993, the, BSF,
CRPF and ITBP are placed amongst the regularly constituted Central
Group “A” Organized Services. On above analogy, only DOP&T had
carried out cadre reviews of CRPF and even sent two UO notes dated 10th
and 23rd Feb, 1995 to MHA seeking copy of notification for declaring
these Groups “A” cadres into regular cadres. In fact, three Cadre
Reviews of CRPF have already been done during the year 1982, 1989
and 2004 and the 4th one is underway. It is also relevant to mention
here that as per instructions of DOP&T, the cadre reviews are done only
for the Group-‘A’ posts which form part of an Organized Service and not
otherwise.
Reading of Rule 5, Rule 7 and Schedule to Rule 5 of CCS (CCA) Rules,
makes it amply clear that the Group “A” cadres of CRPF, BSF and ITBP
are regularly constituted organized cadre/service. Rule 102 of CRPF
Rules, 1955 reads:“The conditions of service of members of the Force in respect of matters
for which no provision is made in these rules shall be the same as are for
the time being applicable to other officers of the Government of India of
corresponding status.”
DOP&T vide letter No. I-11011/1/2009-CRD dated 14/12/2010 had asked
for proposal for cadre reviews of various services. In that letter at Sl.
No. 53, 52 & 50 CRPF, BSF, ITBP – have been respectively placed in the
list of services along with other Organized Services.
In the Second Administrative Reforms Commission, Tenth Report, in
Chapter 4 vide para 4.2.7 a list of organized Group A Central Civil
Services has been attached in Table 4.1. CRPF has been shown as
organized Group A Central Civil Service even in this list at Sl. Nos. 24. It
is also mentioned at the end of the table that the source of the list is
DoPT.
CRPF Head Quarters and Pay Commissions have on a number of
occasions already felt the need of CRPF Group “A” cadre to be considered
as ‘Organized Group-A Cadre’, but in spite if the benefits of Organized
Service have not been extended to this cadre.
In view of the facts mentioned above CRPF Group-‘A’ Executive cadre
should be recognized as an organized service and Group-‘A’ Executive
Officers of CRPF should be granted all the benefits of an Organized
Service.
8.23 Apart from the recommendations of National Police Commission (1979), a
report on career planning of different ranks in Central Para-Military Forces
prepared by BPR&D under the orders of the Govt. of India has also laid the
emphasis on the formation of such an Organized Service.
8.24 It may not be out of place to mention that in R.A.W., which was raised in the
year 1971, and had strength of only 386 officers, an Organized Service was
created in the year 1983. Indian Economic Service which has cadre strength of
only 58 officers also stands recognized as an organized service.
55
8.25 The Government has recently awarded a career progression scheme on the
CHS pattern for the Medical Officers of the Force vide GOI, MHA Notification
No. II-270/52/87-PF-II (Vol-IV) dated the 6th July, 1994 (Appendix – “D-1”).
This structuring of Medical Cadre has the assurance of time-bound promotions
to the medical officers of the force who are much lesser in number.
8.26 SUBJECT TO CHANGE
Promotion from the rank of Commandant should be directly to the next higher
scale. In the IAS and other Central Services, promotion takes place from
Selection Grade to the super-time scale. This is not so in the case of Indian
Police Service where an intermediate post of DIG exists. This is an anomaly
and needs to be rectified. It is strongly suggested that promotion in CRPF
should also be from the Selection Grade to the Super-time scale as in the case
of IAS and other Central Services. Since this would result in abolition of the
post of DIG, it is recommended that all the posts of DIG in the Force be
upgraded to that of IG and placed in the Super-time scale. The percentage of
posts to be filled by the CRPF Cadre Officers should be so fixed that it improves
their promotional prospects as available at present.
8.27 Rank parity should be continued to be maintained as it has been provided for
in the 6th CPC.
8.28 SPECIALISED/PROFESSIONAL
COURSES
IN
OTHER
COUNTRIES/ORGANISATIONS FOR PROPER GROWTH AND EXPOSURE
8.29 PAY – LAW OFFICER
The Legal set-up in the CRPF presently consists of one DIG(Legal) , i.e,
attached in place of AD(Legal) assisted by 19 DCs(Law) (in place of
JAD[Legal]) in Sectors. The Law Officers should be a law graduate and
possesses sufficient experience in the field. The post of AD and JAD (Legal)
were non-combatant posts before the SIU study was carried out in the year
1990. Subsequently, the post of JAD(Legal) was converted to Deputy
Commandant(Law) and the Deputy Commandants of the CRPF having requisite
qualifications are posted as Deputy Commandant(Law) in the Directorate as
well as in Sector Office.
8.30 At the time of creation of the Legal branch at CRPF Directorate in the year
1986, the post of Assistant Director(Legal) was equated with that of Deputy
Govt. Advocate which in turn is equivalent to Deputy Legal Advisor in the
Ministry of Law. On the same analogy, the post of Joint Assistant Director
(Legal) created in 1978, was equated with the Assistant Government Advocate
/ Assistant Legal Adviser.
8.31 At present, services of Law Qualified DIG of CRPF having vast experience in the
field are being utilised in place of AD(Legal) on attachment basis. Further, the
Deputy Commandants of CRPF having requisite qualifications are posted as
DC(Law) in the Directorate as well as in Sector Offices. Presently, the Law
Officers are drawing pay & allowances as per pay structure of their present
post/cadre.
56
8.32 When the post of AD(Legal) was created in CRPF in 1968, the strength of the
Force was only 30,000 and there were only 25 court cases. So when 4th Pay
Commission made its recommendations, the strength of the Force was
1,07,957 and there were about 550 Court cases in the Force. During 5th Pay
Commission, the strength of the Force was around 1,64,000 and there were
about 1300 pending court cases in the Force. At the time of 6th Pay
Commission, the strength was around 2.3 lakhs and there were about 4171
pending court cases in the Force relating to service matters, Motor Transport
accidents, Land cases, Tribunal and Criminal cases right from the Munsif
Magistrate to the Supreme Court of India. The DIG(Law) and his DCs(Law), on
an average have to render their legal advice and opinion in more than 250-300
cases per month. In addition, all cases in various courts are to be monitored on
a day-to-day basis and various processes are completed. As on date, strength
of the Force is more than 3 lakhs and presently 4593 Nos. court cases of
various nature are pending in the various events which is reflected below :PART-I
SUPREME HIGH
COURT
COURT
80
3961
CAT
SUBORDINATE
COURT
MACT
TOTAL
21
383
148
4593
PART-II
SL. NO
SUBJECT/NATURE OF CASE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Dismissal/Removal
Termination
Invalidation
Transfer
Promotion/Seniority
Pension
Compassionate appointment
Land Cases
Criminal
MACT
Recruitment
Others/Misc.
Total
TOTAL NO. OF
PENDING CASES
1292
782
178
139
191
225
117
657
067
148
361
436
4593
8.33 In addition, the number of cases for which legal advices and opinion are
generally offered by the legal branch, are :i.
Opinion on files of various branches of Dte. Genl.:150-200 Files per month.
ii.
All judgements/Court orders and files for vetting are sent to MHA/MoL&J
along with opinion of Legal Branch:60-80
Cases every month.
iii.
Opinion/Clarification given to lower formations through SELO/Signal:90-100 cases every month.
57
8.34 It may, therefore, be appreciated that the workload in the Law branch has
considerably increased due to large expansion of the Force and the Law Branch
has to deal with a wide variety of cases, i.e, service matters/claims and
criminal cases, etc. in all the Courts from Supreme Court to lower courts.
8.35 The following is therefore recommended:i.
The Officers of the Law branch in CRPF may be placed in a suitable scale
so that talented and experienced officers are attracted to join the
organisation who are capable of representing the cases of the
department in a proper manner before various Courts, Inquiry
Commissions, Judicial Commissions, etc.
ii.
The CRPF has since grown into a large Force and has to deal with
different types of court cases which are huge in number. Therefore, the
necessity of professionalism in the Law Branch cannot be overemphasized.
58
CHAPTER – 9
PAY-MEDICAL CADRE
9.1
ORGANISATION
The Central Reserve Police Force has 628 Medical Officers and 2325 other
Para-medical staff, deployed in four 100 bedded Composite Hospitals, 17
Composite Hospitals with 50 beds, 07(seven) Group Centre Hospitals, 01 CTC
(T&IT) & 10 CoBRA Bns with 20 beds & 13 Group Centres Hospital, nine RAF
and three Mahila Bns with 10 beded hospital and 207 Bns. having Medical
Investigation Room with indoor facilities ( 10 Bedded each ) spread all over
the country. They have all India and Overseas Service liability.
9.2
PART AND PARCEL OF FORCE
The Medical Officers along with Para-medical staff are deployed in the field and
work shoulder to shoulder with the force personnel to keep up the morale of
the force personnel in the operational areas of LWE, J&K and N.E. Region while
providing casualty/ curative services. Like other executive CRPF officers and
men, Medical and Para Medical staff also have All India and Overseas Service
liability.
9.3
MEDICAL OFFICERS
CENTRAL HEALTH SERVICE BACKGROUND
Prior to 1973, the CRPF was drawing Medical Officers on deputation from the
Central Health Service. But due to their largely comfortable city life, there was
a tendency to avoid taking up difficult duties and various field assignments
along with troops in the deputationist Doctors. Therefore, from 1973 onwards
the Force started recruiting doctors directly from the open market. However,
their pay and allowances continued to be on CHS pattern denying them the
higher police pay scales as should have been applicable after combatisation.
Hence the benefits of combatisation were only partially made available.
9.4
ADDITIONAL RESPONSIBILITIES VIS-À-VIS CHS/AMC/GD CADRE
Doctors in the Force combine in themselves a variety of functions, besides
mere curative, preventive and specialized service roles, which are normally
performed by separate streams of civilian doctors.
Another aspect of
difference in job roles is that the doctors in the Force have to routinely
perform:(a)
Annual Medical Examination of all Force personnel
(b) Participate in armed exercises, rescue and rehabilitation process during
field operations, Annual Range Classification Firing etc.
(c)
Managerial functions in hospital administration.
(d) Judicial Magistrate (I Class) in respect of personnel under him in
Composite Hospitals.
(e)
Instructional duties in a variety of training programmes of the hospital
and Force personnel in terms of First Aid, hygiene and sanitation and
better health maintenance.
9.5
RESTRUCTURING OF MEDICAL SET UP OF CAPFs
Since the service of CRPF as well as CPOs were not attractive enough to
retain qualified doctors for long, no doctor preferred to join Force, as he
59
found a civilian job more attractive. This matter was earlier brought to the
notice of MHA/GOI and the issue of restructuring the medical set up in Central
Police Forces was under consideration of the Government for quite some time.
MHA/GOI found that the arrangement of separate medical set up for different
force (CAPFs) is anyway a duplicity of medical infrastructure where different
force have their establishments at the same station but maintain separate
hospital set up. Again within one force, particularly the smaller ones, there are
limited avenues of promotion for medical officers. Besides, since the response
of Medical Officers in joining CAPFs was very poor and a substantial number
of medical officers left the service upto 2003, MHA/GOI vide O.M. No.
27012/33/2003-PF-III dated 02/9/2004 had issued an order for restructuring
the existing medical set up in CAPFs to suit the implementation of Ccomposite
Hospital Scheme. As per the existing orders, the medical set up in CRPF is as
under :a)
DETAILS OF ESTABLISHMENT OF CRPF HOSPITALS :-
SL GRADE
OF
NO HOSPITAL
01 100 Bedded Hospital
02
50 Bedded Hospital
03
20 Bedded Hospital
04 10 Bedded Hospital
05
b)
M.I Room
No.
OF
HOSPITAL
04
17
18
32
207
FOR THE ESTABLISHEMNT
3 BH and one CH
17 GCs
08 GCs + 10 COBRA Bns
i) 13 GCs
ii)3
Unattached
Mahila
Bns
iii) 08 RAF Bns
(Except 99
& 103 RAF Bns )
iv) 3 RTC, 02-CTC(CBE/MKD),
02 CIAT & ISA Mount Abu
M.I Room with indoor facilities
in all duty BNs.
THE PRESENT SET UP OF MEDICAL OFFICERS IN CRPF
FORMATION
Directorate General
9 RAF Bns @ 1 each
10 CoBRA @ 3 each
198 GD Bns @ 1 each
4 Unattached Mahila Bns @ 2
each
MOs/
SPECIALISTS
3
9
30
198
8
DENTISTS/
MATRON
-
TOTAL
3
9
30
198
8
60
1 SDG Bn. @ 1
CIAT/SVP/ISA/SLR @ 1 each for
04
2 CTC and 5 RTCs RTC @ 2each
17 Nos 50 Bed CH
4 Nos 100 Bed CH MO @ 18
each,Dentist
and
Matron
@1each
8 Nos
20 Bed Hospital in
existing GCs @ 2 each
13 Nos 10 Bed Hospital in new
GCs @ 2 each
1PDG @2
1Dog School Taralu(Vet) @3
1 CTC(T&IT) @2
Total
C)
9.6
1
4
-
1
4
14
221
68
17
8
14
238
76
16
-
16
24
-
24
02
03
02
603
25
02
03
02
628
BREAK-UP OF POSTS
S/No.
POST
1.
2.
3.
4.
Director (Medical )
Supdt. 100 Bed CH
Supdt. 50 Bed CH
MO to CMO (SG)
5.
Matron
Total
RANK
IG
IG
DIG
AC to
Comdt
Matron
No. OF
POSTS
1
4
17
602
04
628
THE SALIENT FEATURE OF THE RESTRUCTURING MEDICAL SET-UP IN
CAPFS FORCE HEAD QUARTER
At the Force Hqrs there would be 1 Director (Medical) in SAG and 2 Deputy
Directors in CMO (SG) rank to assist him. He would be head of the Medical
Wing in CRPF Directorate General.
BATTALION
There would be Battalion MI Room with Indoor Facilities with one Medical
Officer, 02 Pharmacists and 01 Nursing Assistant in all the GD Bns and SDG. At
present there are 231 GD Battalions (including 3 Mahila Bns) and 1 SDG Bn
61
and 01 PDG. M.I Rooms with indoor facilities would be available in 231 GD
Bns. As CRPF Bns at some places have fixed locations and in some areas don’t
have fixed locations, permanent hospitals at the permanent locations would be
required. There are four Mahila Battalions, which are being retained as
unattached Bns. These would continue to have 10 Bedded Hospitals with 2
Doctors each.
RAF BNS
There are 10 RAF Bns. In CRPF, each RAF Unit having been sanctioned 20
bedded Hospital with 2 Doctors each. It is proposed to provide only 10 bedded
Hospital in RAF Bns where construction is underway now. No hospital would
be constructed for 99 Bn RAF, Secunderabad as it is located in GC, Rangareddy
campus. There is no requirement of Doctor also for 99 RAF. For 103 RAF,
Delhi also only MI Room with 1 Doctor would be provided. Thus there would
be total 9 Doctors in RAF.
TRAINING INSTITUTIONS/SIGNAL BNs
There are 8 RTCs and 4 CTCs in CRPF. Out of existing 8 RTCs, 2 are
colocated in GC campus. Similarly, out of 4 CTCs, 2 are co-located in GC
campus.
No Medical set up would be required separately for these 4
CTC/RTCs. The proposed Medical set up should be as per the authorization
meant for newly sanctioned RTC’s so that Medical cover can be provided to
trainees.
INSTITUTION
LOCATION
RTC, Neemuch
Neemuch(M.P.)
RTC, Avadi
RTC, Peringom
RTC, Srinagar
RTC, Rajgir
RTC, Latur
RTC, Amethi
RTC, Jodhpur
CTC, Neemuch
CTC,
Coimbatore
CTC, Nanded
CTC, Gwalior
ISA,Mount Abu
CIAT, Silchar
CIAT, Shivpuri
CIAT, Chittor
3rd Signal BN
5th Signal BN
Avadi(Chennai)
Peringom(Kerala)
Hummuma(J&K)
Rajgir(Bihar)
Latur(Maharastra)
Amethi (UP)
Jodhpur (Raj)
Neemuch(M.P.)
PROPOSED MEDICAL & PARA
MEDICAL STAFF
Medical Officer
Para-Medical Staff
Coimbatore(Tamilnadu)
-do-do-do-do-do-do-do-do-do-
Nanded (Maharastra)
Gawalior (MP)
Mount Abu(Raj)
Haflong (Assam)
Shivpuri (MP)
Chittor (A.P.)
Kolkata(W.B.)
Chandigarh(U.T.)
-do-do-do-do-do-do-do-do-
-02
-18
62
GROUP CENTRE
1.
2.
At present there are 41 Group Centres in CRPF. Of these 07 GCs are
having 20 bedded Hospitals and 13 GCs are having 10 bedded Hospitals.
4 Group Centres at Jammu, Guwahati, Hyderabad and New Delhi have
been sanctioned 100 bedded Base/Composite Hospitals. The remaining
17 GCs at Allahabad, Gandhinagar, Bhopal, Bilaspur, Ranchi,
Muzaffarpur, Bhubneswar, Nagpur, Pune, Bangaluru, Avadi(Chennai),
Pallipuram(Trivandrum), Imphal, Silchar, Neemuch and Ajmer have been
sanctioned 50 bedded Composite Hospitals.
Thus the 21 Group Centre Hospitals as above have been upgraded as
Composite Hospitals (50/100 Bedded) for the combined use of all the
CAPFs. These would be secondary Level Referral Hospitals for all the
CAPFs personnel posted in that area. Out of remaining 17 GCs, 9 do not
have permanent hospital building but these GC Hospitals have been
converted into 50 bedded CHs and functioning with the existing available
infrastructures. The remaining 8 GCs where buildings have already been
constructed are fully functional as 50 Bedded Composite Hospitals.
(a)
FOLLOWING CRPF HOSPITALS UPGRADED AS 50/100
BEDDED COMPOSITE HOSPITALS
SL
NO
NAME OF GC
No.
OF
BEDS
No.
OF
DOCTORS
REMARKS
01
GC Rampur
50
14
Approved
as 50 Beds
CH
02
03
04
05
06
07
08
09
GC
GC
GC
GC
GC
GC
GC
GC
50
50
50
50
50
50
50
50
14
14
14
14
14
14
14
14
-do-do-do-do-do-do-do-
10
11
12
13
14
15
16
GC Pune
GC Banglore
GC Chennai
GC Pallipuram
GC Imphal
GC Silchar
Station Hosp. GC
Neemuch
Station
Hosp.
GC-I Ajmer
50
50
50
50
50
50
50
14
14
14
14
14
14
14
-do-do-do-do-do-do-do-
50
14
-do-
17
Allahabad
Ahmedabad
Bhopal
Bilaspur
Sindri
Muzeffarpur
Bhubneswar
Nagpur
Approved
as 50 Beds
CH
63
9.7
18
CH Jammu
100
18
19
20
21
CH Hyderabad
CH Guwahati
CH New Delhi
100
100
100
Total
18
18
18
310
Approved
as 100
Beds CH
-do-do-do-
PARA MEDICAL STAFF
BLEAK PROMOTIONAL AVENUES
i.
There are 2325 Para-medical staffs constituting a number of categories
as skilled and highly skilled personnel who provide indoor & outdoor
medical support/cover to the Force Personnel.
There have been
anomalies in their wages, allowances and career progression witnessed
throughout their career even after combatisation. Having all India service
liability they still receive less pay and allowances compared with that of
their counterparts in other CGHS Hospitals. No cadre review in respect of
Para Medical Cadre has ever been carried out so far in CRPF. As a result
some of the Para Medical Staff such as ASI(Pharmacist), Physiotherapists
etc never have earned any promotion in their entire service in spite of
the MOF Genera; Order No. 10 (1)-E-III/88 of GOI (MOF) GO No.
70/12-91 dated 13/9/91 and recommendation of the 4th
Pay
Commission.
ii.
Cadre Review-cum-Restructuring proposal in respect of Medical Cadre of
CRPF(Medical Officers & Para Medical Staff) was submitted to MHA vide
CRPF UO No. O.IV-15/99-Org dated 08-09-2000. This proposal initially
included the career progression of all Group “A”, “B” and “C” Hospital
staff. It was later de-linked from Group “A” Medical Officers Cadre
Review. Cadre Review of the Medical Officers in CRPF has been done at
the time of restructuring of Medical set up of CAPFs vide MHA letter No.
27012/33/2003-PF.III dated 02/09/2004. The cadre review-cumrestructuring proposal in respect of Para Medical Staff based on the
recommendation at Para 52.90 of 5th Central Pay Commission jointly
with the Medical Officers was submitted during the year 2000. But MHA
vide their UO NO. 27012/55/2005-PF.III dated 10/01/2011 has intimated
that cadre review proposal submitted by this Department during 2000
was considered as a part of a consolidated proposal for restructuring of
the Medical set up of the CAPFs on 04/09/ 2004.
iii.
But in the meantime Ministry of Finance vide their file No. 5/16/2006E.III.A dated 21/12/2006 intimated that since Govt. of India vide its
Notification No. 5/2/2006-E.III(A) had already constituted the Sixth
Central Pay Commission on 5/10/2006 and CPC would be covering
matters pertaining to the Cadre Review of Hospital Staff. Whereas 6th
CPC was silent about the career prospects of hospital staff other than
Medical Officers.
iv.
MHA has further intimated that in view of the restructuring order dated
04/09/2004, demands of Cadre-Review are partially met whereas no
proper Cadre Review of the Hospital Staff was embarked upon. At the
64
v.
9.8
same time MHA has further stated that the proposal for the Cadre Review
of Hospital Staff of CRPF submitted on 08/09/2000 is neither accepted
nor rejected in Toto.
In view of above, it is evident that in CRPF the Cadre Review of the Para
Medical staff in CRPF has never been carried out. Certain posts in CRPF
particularly that of Pharmacists in this department are facing acute
shortage of promotional prospects. Out of 637 Pharmacists in service in
CRPF, 58 Pharmacists are Sub. Inspector and 11 posts of Inspectors are
lying vacant due to non availability of eligible Pharmacists in Sub
Inspector’s post. Thus 579 Pharmacists still serve in the rank of Assistant
Sub Inspector. There are no other promotional avenues available to the
Pharmacist in CRPF, hence, most of the Pharmacists retire in the same
rank after putting in 32-33 years of long dedicated service.
Also a
number of Court Cases have been filed in various Courts in the Country
for timely promotion/up gradation of the posts of ASI(Pharmacist).
ADDITIONAL PROFESSIONAL DUTIES PERFORMED BY PARA-MEDICAL
STAFF IN CRPF
A)
PHARMACIST
a)
Many of the Para-Medical staffs are performing varied types of
duties in CRPF which do not fall under their defined duties. For
example, a Pharmacist is functioning in various capacities like
Nurse, Dresser, Injection Room Assistant, Basic Health Worker and
so on, in spite of the fact that his/her defined duties (as per Indian
Pharmacy Council guidelines) are limited to compounding/stocking
and dispensing of medicines only. Considering the volume of work
being performed by the Pharmacists in CRPF they are deprived of
growth opportunity even retiring at the entry grade itself.
b) As the word “COMBATANT” itself denotes, the incumbents perform
arduous nature of duties under difficult conditions and hostile
environments. Highly mobile nature of the CRPF, enforce them to
bear unpredictable moves especially while working with the duty
Battalions, which often remain deployed in remote and inhospitable
terrains, sans basic amenities. They are always prepared to carry
out odd duties even during late hours and difficult conditions.
Indeed, they maintain strict regimentation. It is not denied that in
absence of the Medical Officers on leave/duty/courses or against
vacancy, the Pharmacists are bound to manage the patients and
make the M.I Rooms functional, which in the CAPF are the duties,
in addition to normal duties like dealing with procurement,
selection, preservation, storage, preparation, distribution and
accounting of drugs and pharmaceuticals etc. Majority of
Pharmacists are posted to the field formations /Units and the
Pharmacists stay with the Battalion/Company round the clock, In
case of emergency, they are quickly rushed and made to
attend/provide first aid and evacuate the injured/ailing persons to
the civil hospitals even during odd hours and sometimes under
difficult conditions(even in hostile/insurgent infested areas). In the
absence of other staff i.e Nurses, dresser, Ward Boys having not
65
c)
d)
e)
f)
g)
h)
been sanctioned in Duty Battalions, the Pharmacists are required to
attend to their duties in addition.
They closely assist the Recruitment Boards/Annual Medical
Examinations/ participate in Armed exercises, Rescue and
Rehabilitation Process during field operations,
Annual Range
Classification Firing/ Instructional duties in a variety of training
programmes of hospital and Force personnel in terms of First Aid,
hygiene and sanitation and better health maintenance etc.
Because of areas of deployment, the Pharmacists are equally
exposed to the physical hazards which multiply with frequent
movements. They need to go to the Coy/Platoon posts for
imparting medical coverage. The gravity can be well imagined
when the Coys move from Northern part of the Country (J&K
regions etc) to far flung areas in Eastern covers(Manipur, Mizoram
etc) and move within urban/rural areas on duty in the events of
Assembly elections, Relief & Rescue operations etc. and the
Pharmacists accompanying the Coys. make Dett. M.I Rooms
functional wherever they are bound to travel with the troops. Most
often they stay with field formations and have no opportunity to be
at the HQrs.
From the above it can be seen that the Pharmacists working in
CRPF perform a lot more noble and praiseworthy duties than that
of their counterparts working in other CGHS hospitals. But they are
deprived monetarily in comparison to their civilian counterparts.
“As per Department of Expenditure, Implementation Cell Office
Memorandum No.1/1/2008-IC dated 18/11/2009 Fast Track
Committee had recommended that the entry grade of Pharmacists
in Central Government should remain at grade pay of Rs. 2800 in
the pay band PB-I. On completion of two years service in the
entry grade, all the incumbents should be granted NonFunctional Up Gradation to the next higher grade having
grade pay of Rs. 4200/- in the pay band PB-2”.
Since this non functional up gradation of Grade Pay is not allowed
for the Pharmacists serving in CRPF so far, such OM needs to be
implemented for the Pharmacists of CRPF in view of their all India
serviceability as well as the arduous nature of duties under difficult
conditions and hostile environments.
It is added that other
existing pay and allowances such as Washing Allowances, Nursing
Allowance and Patient Care allowance/Hospital Patient Care
allowances etc as applicable to the Para Medical Staff working
under CGHS are being extended to the Para Medical Staff Including
Pharmacists Working In CRPF Hospitals, except enhancement of
grade pay.
While the duty hours in CGHS hospitals are defined for 08 hours in
a day the Pharmacists as well as other Para Medical Staff in CRPF
are bound to work for 24 hours in a day along with an All India
Service liability. But the monetory benefits being paid to the Para
Medical staff are much less than what is actually paid to their
counterparts in all CGHS hospitals. Therefore, the pay and other
allowances to the Para Medical Staff working in CRPF should be
66
i)
higher in aggregate than the Para Medical Staff working in CGHS
hospitals. This will attract the better abd talented candidates as
well for joining the Forces.
In CRPF while demanding the benefits at par with CGHS by Para
medical staff, plea has been taken that they are combatised staff
and appointed in rank hierarchy of CRPF, as such they are not
entitled for promotion or perks as per CGHS pattern. Here it is also
mentioned that Medical officers in CRPF are being extended all the
benefits available to CGHS Medical Officers including Dynamic
Assured Career Progression Scheme. As such there is no
justification for not extending the benefits available to CGHS
para medical staff to the paramedical staff working in
CRPF(CAPFs).
B)
NURSING CADRE
Likewise the Staff Nurse serving in CRPF with all India Service liability are
also being paid poorly as compared to their counterparts in other CGHS
hospitals. Considering the volume of duties being performed by the
Nursing Cadre in CRPF their pay and allowances in various ranks in CRPF
should be at par with what is implemented in CGHS/Defence Hospitals
to avoid discontentment and dissatisfaction in terms of service and
remuneration among the serving Nursing Staff in CRPF. Therefore, the
up graded pay scales as allowed in CGHS hospitals, vide MHA
letter no. 27012/26/2010-PF.III dated 18/06/2010 need to be
implemented in CRPF too, to attract the better candidates to join
the Forces.
C)
PHYSIOTHERAPIST
As on date the post of ASI/Physiotherapist is authorized in 50 bedded
Composite Hospitals and SI/Physiotherapists in 100 bedded CHs.
Accordingly, total 17 posts of ASIs/ Physiotherapist and 04 posts of SIs/
Physiotherapist are authorized in CRPF. Now, Physiotherapists are being
recruited as Asstt. Sub Inspector in the Grade Pay of
Rs. 2800/- PB-I5200-20200 and having one promotional aspect i.e to the rank of
SI/Physiotherapist. It is also pertinent to mention here that the post of
Physiotherapist with educational Intermediate qualification and three
years Diploma in Physiotherapy in other Central Government Hospitals is
placed in the grade pay of Rs. 4200/- i.e equivalent to the post of SubInspector in CRPF. However in CRPF Physiotherapists are being recruited
with same educational qualification as ASI/Physiotherapist with Grade
pay of RS. 2800/-. In the proposed staffing pattern it is in pipe line to
recruit Head Constable/Physiotherapist in the Grade pay of Rs. 2400/- for
units, which is against the spirit of norms set by the Government. It is
also imperative that non availability of better remuneration and better
career progression will definitely have its negative impact on attracting
the right person. It is a fact that talented/professionally competent
Medical professionals are reluctant to join CAPFs including CRPF because
of the very limited promotional avenues in this cadre in CRPF.
67
9.9
ANOMALOUS PAY FIXATION ON COMBATISATION OF PARA-MEDICAL
STAFF
The majority of the Para-Medical staff available in CRPF are combatised since
1989 i.e three years after implementation of the 4th Pay Commission’s
recommendations. Instead of CHS pay scale the combatised hospital staff’s
pay scale were clubbed at a lower pay range of the police rank, contrary to the
Pay Commission’s recommendation to maintain the Central Health Services
parity. This resulted in huge disadvantage to the Para-Medical staff. They
were placed in lower wages, status as well as their retirement age was reduced
from 60 to 57 on combatisation. The hospital staff in the CRPF today gets less
pay and allowances as compared to his counterpart in CHS at several levels.
The Para Medical Staff incumbent performs arduous nature of duties under
difficult conditions and hostile environment. Highly mobile nature of the CRPF,
enforce them to bear unpredictable moves especially while working with the
duty Battalions, which often remain deployed in remote and inhospitable
terrains, sans basic amenities. They are always prepared to carry out odd
duties even during late hours and difficult conditions. Indeed, they maintain
strict regimentation.
Pharmacists as well as other Para Medical Staff in CRPF are bound to work for
24 hours in a day along with an All India Service liability whereas their
counterparts in all Central Govt. Hospitals are to perform duties for 08 hours.
But the monitory benefits being paid to the Para Medical staff are much less
than what is actually paid to their counterparts in all CGHS hospitals.
Therefore, the pay and other allowances to the Para Medical Staff working in
CRPF should be higher in aggregate than the Para Medical Staff working in
CGHS hospitals so that the talented/professionally competent Medical
professionals may not be reluctant to join Forces including CRPF.
9.10 The combatisation exercise in CRPF in the year 1989 downgraded the pay
scales of most of the Hospital staff and all subsequent recruitments were made
compulsorily in these combatised ranks. The following table will show the
consequences of combatisation in the following grades:
68
SL.
NON-
SCALE OF
NO.
COMBATISED
COMBATISED
POST IN
POST
SCALE OF CIVIL POST
CIVIL
01.
02.
SI/FSN
ASI/
PHARMACIST
9300-34800 9300-34800 +4600 GP
+4200 GP
MHA vide letter No. 27012/ 26/
2010- PF.III dated 18/06/2010
upgraded pay scales to the
Nursing Cadre i.e from the
Rank of Staff Nurse in Central
Govt. Hospitals.
5200-20200 5200-20200 +2800
+2800 GP
As
per
Department
of
Expenditure, OM No. 1/1/2008ICdated 18/11/2009 issued by
MOF, Fast Track Committee
has recommended that
the
entry grade of Pharmacists in
Central Government Hospitals
should remain at grade pay of
Rs. 2800 in the pay band PB-I.
On completion of two years
service in the entry grade, all
the incumbents should be
granted
non-functional
up
gradation to the next higher
grade having grade pay of Rs.
4200/- in the pay band PB-2.
9.11 PRAYER TO THE PAY COMMISSION
i.
The following are proposed for consideration of the pay commission for
building trust among Para Medical Staff, for providing employees with
positive reinforcement, to have sense of self respect, dignity and
purposefulness and to minimise animosity among the serving Para
Medical Staff :-
Sl.No.
01.
Suggestions
Since Staff Nurse serving
in CRPF has all India
Serviceability, the pay and
allowances of Staff Nurse of
various ranks in CRPF
should be at par with their
counterparts
serving
in
Justification
Considering
the
qualifications,
the
responsibilities/duties and
commitments they need
to
be
adequately
remunerated in terms of
Pay and Allowances as
69
02.
CGHS/Defence Hospitals to
avoid discontentment and
dissatisfaction in terms of
service and remuneration.
Therefore, the up graded
pays scales as allowed to
all the non combatised
Nursing cadre vide MHA
letter No. 27012/26/2010PF.III dated 18/06/2010
needs to be implemented
for the combatised nursing
cadre in CRPF.
1.
As per Department
of
Expenditure,
Implementation Cell
OM
No.
1/1/2008-IC
dated
18/11/09
Fast
Track
Committee
has
recommended that
the
entry grade of Pharmacists
in
Central
Government
should remain at grade pay
of Rs. 2800 in the pay band
PB-I. On completion of two
years service in the entry
grade, all the incumbents
should be granted nonfunctional up gradation to
the next higher grade
having grade pay of Rs.
4200/- in the pay band PB2.
2. Since this non functional
up gradation of Grade Pay
is not allowed for the
Pharmacists
serving
in
CRPF,
this
should
be
implemented
for
the
serving
Pharmacists
in
CRPF in view of the all India
serviceability
of
the
Pharmacists.
3.
It is suggested that at
the time of granting MACP
benefits
next
rank
promotion should also be
given wherever change of
applicable to the Nursing
Cadre in CGHS Hospitals.
As
the
word
“COMBATANT”
itself
denotes, the incumbents
perform arduous nature of
duties
under
difficult
conditions
and
hostile
environments.
Highly
mobile nature of the CRPF,
enforce them to bear
unpredictable
moves
especially while working
with the duty Battalions,
which
often
remain
deployed in remote and
inhospitable terrains, sans
basic amenities. They are
always prepared to carry
out odd duties even during
late hours and difficult
conditions. Indeed, they
maintain
strict
regimentization, It is not
denied that in absence of
the Medical Officers on
leave/duty/courses
or
against
vacancy,
the
Pharmacists are bound to
manage the patients and
make the M.I Rooms
functional, which in the
CAPFs are the duties, in
addition to normal duties
like
dealing
with
procurement,
selection,
preservation,
storage,
preparation,
distribution
and accounting of drugs
70
responsibilities and financial
implication are not involved
since Rank means status
which is essential in a
Combatised team.
and pharmaceuticals etc.
Majority of Pharmacists
are posted to the field
formations
/Units,
the
Pharmacists stay with the
Battalion/Company round
the clock,. In case of
emergency,
they
are
quickly rushed and made
to attend. Provide first aid
and lift the injured/ailing
persons
to
the
civil
hospitals even during odd
hours
and sometimes
under difficult conditions
(even in hostile/ insurgent
infested
areas).
In
absence of other staff i.e
Nurses, dresser, Ward Boy
having
not
been
sanctioned
in
Duty
Battalions,
the
Pharmacists are required
to attend to their duties in
addition.
They
closely
assist
the
Recruitment
Boards etc. Because of
areas of deployment, the
Pharmacists are equally
exposed to the physical
hazards which multiply
with frequent movements.
They need to go to the
Coy/Platoon
posts
for
imparting
medical
coverage. The gravity can
be well imagined when the
Coys move from Northern
part of the Country(J&K
regions etc) to far flung
areas in Eastern covers
(Manipur, Mizoram etc)
and move within urban/
rural areas on duty in the
events
of
Assembly
elections, Relief & Rescue
operations etc. and the
Pharmacists
accompanying the Coys
make Dett M.I Rooms
71
03.
04.
05.
06
1. The time taken for the
grant of MACP should be
reduced from 10/20/30
years
to
8/16/24/32
years.
2. The Financial benefits
under
MACP
Scheme
should be implemented
along with next rank
promotions
as
there
would
no
financial
implications involved.
As applicable in Defence
Services allowance should
also be extended to the
Combatised Hospital Staff
in CRPF.
Since
there
is
huge
difference
between
HPCA/PCA
and
Nursing
Allowance( Rs. 3,200/- +
25% increase whenever DA
crosses 50 %), the rate of
HPCA/PCA required to be
increased from Rs. 1400/to Rs.3000/- because both
Nursing Staff and other
Para Medical staff perform
equal amount of patient
care as well as nursing care
to the Patients
functional from place to
place round the clock.
Undoubtedly, in Uniform,
they add to the external
threat or alike situations.
Often they have to stay
with field formations and
have no opportunity to
join the HQrs.
Since
no
adequate
promotional avenues are
available
among
non
Nursing
para
Medical
Cadre, these allowances
are
required
to
be
implemented to boost the
morale of the Hospital
staff which may also
attract candidates to join
the Force.
Same justification as given
against Sl.No. 2 above.
HPC/PCA
Before
the
implementation
of
Sixth
CPC
recommendations, HPCA /PCA was being sanctioned to
all
Group
‘B’
&
‘C’(including
Sub-InspectorPharmacist/Radiologist/Physiotherapist and Inspector/
Dietician(Group ‘B’ post)) and Group ‘D’ Staff posted in
Central Reserve Police Force, on the basis of decisions of
Court appeal cases filed in various courts. But after
Sixth CPC this allowance has been restricted upto Group
72
‘C’ and ‘D’ and as a result Sub-Inspector-Pharmacist/
Radiologist/Physiotherapist in Central Reserve Police
Force (now Group ‘B’) have been denied the above
allowance. After the implementation of 6th CPC all the
employees available in Group “D” have been upgraded &
converted to Group “C”.
It is pertinent to mention here that all the Combatised
Group C & D staff working in Hospital of CRPF, whose
regular duties involve continuous and routine contact
with patients infected with communicable diseases or
those who have to routinely handle infected materials,
instruments and equipments, which can spread infection
are entitled for the PCA/HPCA at par with civilians Group
C & D Paramedic staff vide MHA L/No. 27012/26/2008PF.III dated 22/8/2008 and Ministry of Health & Family
Welfare New Delhi L/No. Z.25015/24/2001-H dated
4/2/2004 subject to the decision taken by Government
on the recommendations of the Sixth Central Pay
Commission.
Sixth Pay Commission has separately recommended
extension of adequate insurance cover to all such
categories of employees who face an element of risk in
discharge of their official duties. The insurance cover
should be extended to all the categories that are
presently in receipt of HPCA/PCA. Simultaneously,
HPCA/PCA should be withdrawn as no rationale would
exist for these allowances once the element of risk is
covered by grant of an appropriate insurance cover. The
loss for Group ‘C’ employees, should be compensated in
form of Performance Related Incentive Scheme(PRIS).
GOI while accepting the recommendation of Sixth CPC
vide GSR 304 dated 29/8/2008 has ordered introduction
of Risk Insurance Scheme wef 1/4/2009 after
consultation with Staff and continuation of HPCA/PCA till
March 31, 2009. Due to non formulation of Risk
Insurance policy for above category Government has
extended the benefit of HPCA till the introduction of Risk
Insurance Scheme. But the Insurance scheme has not
been implemented so far and employees (Group C&D)
are presently drawing this allowance at existing rate.
Since GOI, vide SO 946(E) dated 9/4/2009 and Ministry
of Personnel, Public Grievances and Pensions (DOP&T)
Office Memorandum NO. 11012/7/2008-Estt(A) dated
17/4/2009 classified the Central Civil Service posts into
Group A, B, C & D. Vide above notification the Govt.
Employees carrying pay in the grade pay of Rs. 5400,
73
Rs. 4800/-, Rs. 4600/- and Rs. 4200/- in the pay scale of
Rs. 9300-34800 in Pay Band-2 is classified as Group-B
post. Prior to notification of above orders, Paramedical
staffs in the rank of Sub-Inspector are entitled for above
allowance as per eligibility criteria now they are being
denied the allowance on the ground that they are now
placed in Group ’B’. Classification of posts and revision
of pay scales are decided by the Government on the
recommendations of Central Pay Commission and the
implementation of Pay Commission recommendations by
the Government including classification of posts should
not come in the way of eligibility to such allowances
which are specifically sanctioned on consideration of risk
involved in performance of the assigned duties and up
gradation order should not have an negative effect on
the allowances granted to a particular post, as the
conditions for grant of such allowances still exists. Since
no change in the nature of duties of the entitled
personnel have taken place, discontinuing the allowance
to them is against the very ground on which such
allowances were granted by the Government.
Since charter of duty of Para Medical staff is not being
effected due to above said classification and the risk of
routine contact with patients affected with communicable
disease remain unchanged, several Para Medical Staff
presently enjoying above allowance is affected due to
change in classification of their posts to Group ‘B’.
Further some of the employees who are now placed in
Group “B” were allowed to draw the HPCA on specific
directions of the Hon’ble High Court of Jammu and
Kashmir on the Special writ petition No. 890/2005.
Since
it
is
clearly
mentioned
in
Sixth
CPC
recommendation that the insurance cover should be
extended to all the categories that are presently in
receipt of HPCA/PCA, and the above coverage has not
been extended to the effected employees in CRPF,
stoppage of HPCA benefit to Group “B” employees is not
in consonance with the recommendations of Sixth CPC.
As the benefits of HPCA after 1/1/2009 is being extended
in lieu of Insurance cover, hence it can’t be denied
merely due to change of classification of posts. Due to
non formulation of Risk Insurance policy for above
category, Government has extended the benefit of HPCA
till the introduction of Risk Insurance Scheme. But the
Insurance scheme has not been implemented so far and
employees (Group C&D) are presently drawing this
allowance at existing rate.
Since, there is no change in charter of duty being
74
performed by Group “B” employees by virtue of change
in classification of their posts as Group ’B’ the benefit is
required to be continued to all such employees. MOF
have also directed to refer the matter to VII CPC.
ii.
SPECIAL PAY AND ALLOWANCES
Since Para Medical Staff also work under the same arduous conditions in
SDG and PDG, the special allowance as applicable to the executive staff
is required to be extended to the Para Medical Staff serving in SDG and
PDG.
iii.
PROMOTIONAL AVENUES
a)
The group of para-medical staff which comprises of Nurses,
Pharmacists, Physiotherapists, Nursing Assistant, Lab Technicians
/Assistant, Radiographers is placed in different scales of Pay
Bands/Grade Pay and there are very limited or no promotional
avenues/opportunities.
b)
Remedial measures to remove stagnation and improve career
progression in Physiotherapist/Para medical cadre:The effective functioning of any organization depends on the
efficiency of its human resources. The goals and objectives of the
organization can be best achieved if its human resource is efficient
and well kept. Among other components responsible for human
resource management, the most important constituent is the
career progression. It is a well established principle that career
progression at appropriate intervals plays a vital role in motivating
the workforce on any organization for delivering optimum
performance.
c)
Nature of duties of Hospital staff are also crucial in comparison to
the duties of other cadres. In the case of Para Medical Staff, nature
of job remains same during their entire service span:
Govt. may consider organized cadre for Para Medical Staff.
OR
Department may consider granting Non Functional Up Gradation
to the Para medical staff with up gradation to the next stage of
grade pay consequently applicable.
OR
iv.
Department may consider time scale promotion i.e MACP benefits
from the present 10/20/30 years of service to 8/16/24/32
years.
75
CHAPTER - 10
PAY- SIGNAL & MINISTERIAL CADRE
SIGNAL CADRE
10.1 SIGNAL PERSONNEL
The Comn Sector is functioning under IG(Comn) Dte. . A Range HQr, five Signal
BNs and CTC(T&IT) are under the jurisdiction of Sector IGP. The Signals is
crucial for successful operations and provides the much needed wireless
communication network This group has 5 Battalions under a Range DIG. Since
the nature of the job is to provide reliable communication support to all
operations, Signal personnel are deployed in almost all parts of the country
including Leh, Arunachal Pradesh and Andaman & Nicobar Islands. They require
technical skills of a high order and are required to handle costly and
sophisticated equipment. Constant up-gradation of equipment requires increase
in their technical skills by training, experience and expertise.
10.2 At the operating levels, the positions are manned by subordinate officers and
general duty personnel. The job characteristics and emoluments of the Signal
personnel are discussed below :RADIO OPERATORS
10.3 HC RADIO OPERATORS
He is normally a Intermediate with science orientation and is required to handle
sophisticate equipments. His scale is Rs 5200-20200 + 2400 (GP) with a
special pay of Rs 400/-. The special pay characteristics of his job are :At most of the places he is posted alone in the trade and has to work at least 16
hours a day without availing Sundays and Holidays. Comparable functionaries in
other area with better living and working conditions get much higher
emoluments as reflected below:a)
In Delhi Police, the scale is 9300-34800 Plus 4200/- with Special Pay.
In Directorate of Co-ordination Police Wireless (DCPW), the scale is Rs.
5200-20200 + 2800 (GP) with Special Pay.
b)
A HC Radio Operator gets his next promotion to the Rank of ASI(RO) after
about 16 years of service which gives him only a marginal increase of
salary.
c)
The Radio Operator has to face all the hazards which other CRPF
personnel encounter and in fact his task becomes more strenuous
because of the loneliness which he has to bear being a solo operator. It
is suggested that he be placed in the same pay scale as that of
Delhi Police.
ii.
SUB.INSPECTOR (TECH) TO INSPECTOR (TECH)
These SOs are employed in Advance Base Workshops, where they
undertake overhauling and ensure proper maintenance of radio
76
equipments to ensure there is no breakdown. Personnel with technical
capabilities in the field are not easy to recruit from the open market and
therefore the skill is imparted to CRPF Subordinate Officers through
rigorous training. It is essential that they do not leave the organization
and thus impede the operational activities of the Force. The promotional
avenue for these cadres is very limited. It is proposed that these
categories may be placed in the scale and salary available to the
personnel as per DCPW.
10.4 OTHER POINTS
i.
SPECIAL ALLOWANCE TO INSPECTORS IN SIGNAL CADRE.
Presently no special allowance is being drawn by Inspectors of signal
cadre i.e Insp/RO/Cry/Tech/RF. In this connection it is to submit that
following posts of CRPF were allowed to draw special pay as per
Appendix-E of CRPF Rules 1955.
Subedar Operator (Now Inspector Operator)
:Rs.50/-
Sub Inspector (Operator)
:Rs.40/-
Havildar Operator
:Rs.40/-
Naik Operator
:Rs.40/-
Subedar Radio Technician (Now Insp. Radio Tech)
:Rs.50/-
Subedar Crypto(Now Inspector Crypto)
:Rs.50/-
Sub Inspector Crypto
:Rs.40/-
Havildar Crypto
:Rs.40/-
Thereafter, as per recommendation of 3rd CPC, only Subedar Operator
was allowed to draw special allowance @ Rs.50/vide MHA
OM
No.5/21/73-Imp dated 10/01/1975 which has been doubled on
implementation of 4th CPC vide Min. Of Personnel, Public Grievances and
Pension (Deptt of Personnel & Trg) OM No. 6/29/86-Estt (Pay-II) dated
29/09/1986.
Later, on implementation of 5th CPC, MHA vide OM No. 27011/57/97PF.I/62 dated 24/01/2000), the Special Pay has been doubled at the
pre-revised existing rates (now termed as special allowance) in r/o
following categories of Signal Cadre in
CPMFs uniformly
w.e.f
01/08/1997 with direction that payment of Special Pay to categories not
listed above should be discontinued forthwith. The same has also been
doubled w.e.f 01/01/2006 on implementation of 6th CPC vide G.I Dept. of
77
Pers & Trg OM
categories are:-
Sl.No.
01.
02.
03.
04.
05.
No.4/6/2008-Estt.(Pay-II) dated
Rank
Inspector(Comn)
SI/Radio operator
SI/Cipheroperator
HC/RO
HC/Cipher
01/10/2008.
The
Remarks
Uniformly to BSF, CRPF, ITBP &AR
-do-do-do-do-
As per the
above order, Inspector (Comn)
is entitled to Special
Allowance. But, in CRPF, there is no separate post of Inspector
(Comn). On promotion from the post of SI/Radio Operator, SI/Tech,
SI/Crypto, SI/Radio Fitter they are designated as Insp/RO, Insp/Tech,
Insp/Crypto and Insp/RF and they continue
to maintain the
communication network and remain in Communication Cadre only.
Whereas, in other Forces i.e in BSF and ITBP, there is no bifurcation of
Inspector Rank according to their trade in Signal Cadre. On promotion
from the post of SI/RO, SI/Tech and SI/Crypto they are designated as
Inspector (Comn).
Since Insp/RO, Insp/Tech, Insp/Crypto and Insp/RF in CRPF are
engaged in similar duties and are responsible for smooth handling of
Communication channels and are equal in the rank and file as that of
Insp(Comn) in BSF and ITBP, they should be treated at par with Insp
(Comn) and should be entitled to get Special Allowance authorized to Insp
(Comn).
Therefore, admissibility of Special Allowance in respect of CRPF Inspectors
in Signal cadre are to be categorized as Insp/RO, Insp/Tech, Insp/Crypto
and Insp/RF separately instead of uniformly allowing the same to
Inspector (Comn) in BSF,CRPF,ITBP & AR as there is no post of Insp
(Comn in CRPF.
ii.
SPECIAL ALLOWANCE TO ASI(RO/Cry)IN SIGNAL CADRE.
The main aim OF introducing the rank of ASI in the Signal cadre of CRPF
was to create adequate promotional avenues for Signal personnel and to
enhance the level of supervision at various technical installations. On
promotion of HC (RO/Cry) to the rank of ASI (RO/Cry) the Special
Allowance hitherto drawn by them in the feeder posts would cease as the
Special Allowance is not attached to the posts of ASIs (RO/Cry). Hence on
promotion from HC (RO/Cry) to ASI (RO/Cry) they are deprived of the
financial benefits for shouldering technical responsibilities of higher level
on promotion.
78
Since HC/SI (ROs/Cry) are authorized the special allowance, denial of the
same to ASI (RO/Cry) in the intermediary level is an anomaly as they
are in the same cadre hierarchy performing the same duties. This is
working as demoralizing factor though they are promoted to the
higher post with higher responsibilities but do not get any
increase in emoluments. This anomaly needs to be rectified on
priority and Special Allowance @ Rs. 320/- PM to ASIs (Radio
Operator) and ASIs (Crypto) on their promotion from feeder posts
may be allowed to continue in view of the facts and circumstances
as explained above to remove the anomaly within the cadre
hierarchy.
iii.
SPECIAL ALLOWANCE TO ASI/SI (Tech) IN SIGNAL CADRE
The post of ASI/Tech and SI/Tech in CRPF are filled from the open
market having technical qualification of 3 years diploma and B.Tech in
Electronics/Communication & IT respectively. They are responsible for
smooth handling of Communication channels. Keeping in view of the
changes in technology and introduction of various modern gazettes in the
Force, work load and technical knowhow of these trades have gone up.
They are capable of maintaining VPN net work, SDR (Software Defined
Radio Sets), other computer peripheral etc. Promotional avenues for this
Cadre are also limited. Presently no Special Allowances are authorized to
ASI/T and SI/T. Since, their counter parts in the Signal cadre are
authorized to Special Allowance, denying them is not justified. This is as
demoralizing factor as the same on promotion to a higher post with higher
responsibilities they are deserved of any emoluments. This anomaly
needs to be rectified on priority. Considering their professional
efficiency, it is proposed that they may be placed in higher scale
or allowed to draw Special Allowance as applicable to SI(RO/Cry).
MINISTERIAL CADRE
10.4
Ministerial Cadre in any Force plays a very vital role in the smooth official
functioning of the Force. They too work in the field effectively living under
precarious conditions and risk to life with poor infrastructure. Their present
career
prospects and pay scales in CRPF have certain anomalies. The
arduous nature of duties of Ministerial Staff in CRPF vis-à-vis their counter
parts in other Ministries is not commensurate with deserving pay packages.
This is certainly hampering the working efficiency of the Ministerial Staff and
leading to de-motivation.
Following anomalies in the pay scales and
promotional prospects requiring immediate attention and redressal are
enumerated below
i.
ANOMALIES AMONGST PAY SCALES OF INSPECTOR MINISTERIAL
(HEAD CLERK) / SM MINISTERIAL (OFFICE SUPERINTENDENT /
ADMINISTRATIVE OFFICER
As
a
consequence of implementation of VIth CPC recommendations, the
feeder grade rank of SM(M) had been granted Grade pay of Rs.4800/-,
79
whereas the promotional post of Adm. Officer had initially been granted
the Grade pay of Rs.4200/- only, which has further been revised to
Rs.4600/- vide GOI, MOF, Dept. of Expenditure, Implementation Cell
order No. F.No.1/1/2008-IC dated 13th November,2009. In 6th Pay
Commission, the Grade Pay of Sr. PS, JAD/AO was fixed as under:-
SL.
NO
POST
1
Sr. PS
2
3
JAD
AO
PREREVISED
REVISED
PAY
SCALE
SCALE/BAND
7500-12000 9300-34800
(PB-2)
7450-11500
-do6500-10500
-do-
GRADE PAY/
REMARKS
4800/4600/4200/-
(Subsequently
upgraded as
4600/-)
Later on, as per approval of MHA/MoF as conveyed by MHA vide UO
No.27012/4/2009-PF-III dated 15/05/2012, grade pay in respect of all
affected Adm Officers promoted to the post from the rank of SM(M) from
01/01/2006 has been protected by allowing them grade pay of
Rs.4,800/- which they were drawing in the rank of SM(Min) prior to their
promotion as Adm Officer on implementation of 6th CPC recommendation
wef 01/01/2006.
MHA vide order No. O.IV-27/03-Org-MHA/PF-III dated 25/02/2011, has
conveyed the approval of the competent authority for creation of 206
posts of Assistant Commandants (Ministerial) and 8 posts of Assistant
Commandants (PS) against abolition of civilian posts of 12 Joint Assistant
Directors, 194 Administrative/Section Officers, 8 Senior Private
Secretaries and combatised posts of 47 ASI (Ministerial) and 44 HC
(Ministerial) in CRPF. The approval is subject to the condition that
Combatisation will take place gradually after the retirement of the
present incumbents of the civilian posts and none of the present
incumbents would be upgraded to the combatised posts. After the
gradual replacement of non-combatised posts by the combatised posts,
promotions would take place only from the feeder combatised grade of
Subedar Major and all non-combatised posts would get abolished only
once they get vacant due to retirement etc of the existing incumbents.
After combatisation of Gazetted post of Min Cadre, the SM(Min) are now
being promoted to the rank of AC(Min) having grade pay of Rs. 5400/.
This has further broaden disparity in Grade Pay of Adm Officers/JAD and
AC(Min).
The proposal for removing the anomaly in the Grade Pay of
Adm.Officer/JAD in CRPF was re-submitted to MHA vide UO No.
P.VII.4/2009-Min dated 19/10/2011 and 16/11/2011. However, the
recommendation did not find favour and conveyed the decision vide UO
No. 27012/4/2009-PF-III dated 15/05/2012.
80
Similarly, anomaly in grade pay of Sr.PS (Non combatised) and Asstt.
Comdt/PS (Combatised) also occurs in Force after creation of Asstt.
Comdt/PS (Group ‘A’ Gazetted Officer). However, consequent on creation
of Asstt. Comdt(Min) and Asstt. Comdt(PS) on promotion from SM(Min)
and SM(Steno), post of Adm. Officer and Sr.PS became dying cadre in
the Force. However, few JADs will be available in the Force. Since the
higher pay benefit was not allowed to the non-combatised staff and as a
result the anomaly in pay of combatised and non-combatised exists.
From the above, it can be seen that despite earning 04 promotions in a
span of 15 years with higher posts with higher responsibilities from the
rank of Insp/M (during 1997), SM(Min) during 2005, Adm. Officer
during 2008 and then Joint Asstt. Director during 2012, there is no
change in the pay and allowances and Grade Pay. On the other hand
Grade pay was reduced from Rs.4800/- as SM(Min) to Rs.4600/- on
promotion to the post of Adm. Officer and further to Joint. Asstt.
Director. Hence, higher pay benefits needs to be allowed to the noncombatised staff (JAD) in order to remove the anomaly in pay of non
combatised and combatised ministerial staff as per detailed given below
:POST
PAY SCALE
GROUP REVISED PAY SCALE
W.E.F. 01/01/2006
JAD
9300- ‘B’
9300-34800+
34800+GP. (GO)
GP.5400/4600
ii.
However, one post of Asstt. Director (Official Language) Group-‘A’ NonCombatised post in the pay band-3 Rs. 15600-39100 and Grade Pay
5400/- has been sanctioned by the Ministry. Hence no anomaly occurred
in this post.
COMBATISATION OF ALL MINISTERIAL STAFF UPTO RANK OF
ASSTISTANT DIRECTOR
MHA vide order No. O.IV-27/03-Org-MHA/PF-III dated 25/02/2011, has
conveyed the approval of the competent authority for creation of 206
posts of Assistant Commandants (Ministerial) and 8 posts of Assistant
Commandants (PS) against abolition of civilian posts of 12 Joint Assistant
Directors, 194 Administrative/Section Officers, 8 Senior Private
Secretaries and combatised posts of 47 ASI (Ministerial) and 44 HC
(Ministerial) in CRPF. The approval is subject to the condition that
Combatisation will take place gradually after the retirement of the
present incumbents of the civilian posts and none of the present
incumbents would be upgraded to the combatised posts. After the
gradual replacement of non-combatised posts by the combatised posts,
promotions would take place only from the feeder combatised grade of
Subedar Major and all non-combatised posts would get abolished only
once they get vacant due to retirement etc of the existing incumbents.
However, at present 02 ADs, 12 JADs and 01 Adm. Officer are available
in the Force in the non-combatised/civilian stream. After creation of
Asstt. Comdt (Min) post, all the JADs in the Force working in every
corner of the country throughout their service are drawing less pay even
after their getting 02 promotion from SM(M) to Adm. Officer and from
81
Adm. Officer to JAD. Therefore, the combatisation of the existing/serving
Gazetted Ministerial Officers who have crossed the age of 57 years and
are left with less than 03 years of service to attain the superannuation
age of 60 are to be allowed to continue till the age of 60 years with the
higher grade pay. They are also considered for promotion against the
combatised post and continue to remain non-combatised. The interest of
non-combatised officers will thus be safeguard and their promotion will
continue as at present till such time they are weeded out. However, all
the combatised personnel having promoted against the combatised new
posts i.e. Inspector(Min)/Subedar Major (Min.) to AC(Min) will retire at
the age of 57 years.
iii. ANOMALIES IN THE CAREER PROGRSSION AND THE PAY OF
STRUCTURE OF HINDI TRANSLATORS (HT)
At present a combatised Inspector (HT) gets promotion in the
combatised stream upto the rank of SM(HT) and thereafter on promotion
from SM(HT) to Asstt. Director(Official Language), the individual gets decombatised and becomes a civilian Group-‘A’ post in the pay band-3 Rs.
15600-39100 and Grade Pay 5400/-. This principle of de-combatisation
on promotion in the Gazetted rank in the Ministerial Cadre is causing
many administrative difficulties in the organization being a uniformed
force. Thus post of AD(OL) may also be combatised.
iv.
UPGRADATION OF THE POST OF SUBEDAR MAJOR(MINISTERIAL)
TO THE RANK OF ASSTT. COMDT.(MINISTERIAL)
There are 9,579 Ministerial Staff in CRPF who perform the clerical duties
in various establishments. No cadre review for ministerial staff has been
done so far. This has resulted in that in Ministerial Cadre in every rank
the personnel are stagnating for a long duration. At present, an ASI(M)
of CRPF is eligible to get next rank promotion after completion of 06
years service in present rank but he gets promotion after completion of
more than 13 years of service. Similarly, a SI(Min.) is eligible to get next
rank promotion after completion of 05 years service in present rank but
he gets promotion as Inspector(Min.) after completion of 14 years
service as SI(Min.). There are 194 posts of Subedar Major(Ministerial) as
supervisory staff in 41 GCs, 10 RAF Bns, 03 Mahila Bns, 05 Signal Bns,
07 Ops Range, 01 CoBRA Sector HQr, 04 CTCs and Directorate General.
It is pertinent to mention that no post of SM(Min.) exists in sister
organizations i.e. BSF, CISF and ITBP except in CRPF. All the posts of
SM(Min.) in BSF were upgraded to that of Asstt. Comdt.(Min.) during
cadre restructuring of BSF in 2001. As per recruitment rules published by
the GOI, MHA in Gazette vide GSR No.268 dated 2nd August, 2005 of
BSF, GSR No.484(E) dated 8th July,2002 of ITBP and GSR No. 386 dated
18th May,1983 and GSR No.993 dated 19th Dec.,1988 of CISF(as
amended from time to time), promotion of Insp(Min.) is being made to
the post of Asstt. Comdt(Min) but in the CRPF promotion of Insp(Min) is
being made to the rank of Subedar Major(Min) which does not exist in
another CAPFs. It is also submitted that the rank of Subedar Major is
dysfunctional in Executive Cadre as such the promotion from the rank of
Inspector(GD/MT/MM/RO/ Crypto/Armr/Band etc.) is being made to the
rank of Asstt. Comdt. Therefore, in order to have a uniformity in
hierarchy of rank in Ministerial Cadre in CAPFs, it is proposed that
82
v.
existing post of Subedar Major(Ministerial) in CRPF may be upgraded to
that of Asstt. Comdt(Ministerial). Similarly, 27 posts (FHQ-5, Adm
Sector-20 and ISA/Academy-2) of Subedar Major (Steno) and 01
Subedar Major(Hindi Translator) presently sanctioned in CRPF are also
proposed for upgrading.
UPGRADATION OF THE POST OF INSPECTOR(MINISTERIAL) TO
THE RANK OF ASSTT. COMDT (MINISTERIAL) IN THE UNITS
A CRPF Unit having strength of more than 1,100 men is deployed away
from its declared HQrs in which one Inspector(Ministerial) supervises all
official/secretarial work. The duties of Accounts Officer and
Administrative Officer in the Units are being performed by the Executive
Officers i.e. Second–in-Command and Dy. Commandants which affects
their operational efficiency due to heavy commitments of secretarial
work. As such, upgradation of existing post of Inspector(Ministerial) to
the rank of Asstt. Comdt(Ministerial) in the Unit may be considered on
functional requirement basis.
83
CHAPTER-11
SPECIAL PAY/ALLOWANCE
11.1 The 3rd Pay Commission was of the view that wherever special pay was
attached to a post on permanent basis, such posts should be placed in a
higher scale of pay commensurate with the greater responsibility shouldered by
the incumbent instead of continuing to allow payment of special pay.
Notwithstanding this general principle, special pay was allowed to be continued
in the CRPF for certain categories of posts keeping in view the additional
responsibilities attached to these posts and also possibly to avoid multiplicity of
scales. In a few cases, however, special pay admissible earlier was stopped
without giving them a higher scale of pay and in a few other newly created
specialized posts special pay was not sanctioned at all.
11.2 The Fourth Pay Commission subsequently made two recommendations with
regard to special pay for proficiency admissible to various categories of nongazetted combatised personnel of the CAPFs. The first was doubling of the
rates of special pay admissible for various trades/ranks. The second was with
regard to uniformity of special pay, as far as the CAPFs are concerned. In the
absence of specific government orders on grant of special pay as
recommended by Fourth Pay Commission, the affected personnel of CRPF were
being denied the revised rates of special pay. To compensate for the special
skills and maintain the morale of the affected employees, a decision to allow
special pay at double the pre-revised rates was thus taken in May, 1988 in
anticipation of Govt’s specific order. The doubling of special pay was however,
permitted only where such special pay already existed and which had not been
taken into account in revised pay scales introduced w.e.f. 1.1.1986. As far as
uniformity in special pay in all CAPFs is concerned, the matter still remains
unsettled and the Govt(D.O.P&T) vide their letter No.27011/25/87-FP.I dated
16.11.1993 have directed us to refer the matter to the 5th Pay Commission.
11.3 In this part, we will broadly deal with the subject of special pay under the
following heads:(A) POSTS WHERE SPECIAL PAY WAS ADMISSIBLE AND CONTINUES
TO BE SO NOW.
i.
The special pay to certain categories of posts has been in existence
since the inception of the Force, which was allowed to continue in
consideration of additional responsibilities, technical proficiency and
skill etc. required for efficient performance of the job assigned to
these posts. The details of such posts and special pay admissible
in each case can be seen at Appendix-‘I’ enclosed. Though we
agree with the view that wherever and whenever special pay is
attached to a post permanently, the post itself should be upgraded
and placed on a higher scale, yet the peculiar position and
hierarchical rank structure existing in the CRPF as explained below,
amply justly the continuance of the system of special pay for these
posts.
ii.
Being a disciplined and regimented Force, the appointments in the
CRPF are in accordance with the rank based hierarchy, e.g. in the
rank of Sub Inspector as against 24 number of sanctioned posts in
84
(B)
a unit, only 2 posts are meant for special appointments with
special pay as they shoulder additional responsibilities contributing
to the morale, efficiency and discipline of the Force. The special
pay is given for the particular appointment which can be held by
any Sub Inspector for a specific period irrespective of his seniority
subject to his suitability for appointment. The incumbents of such
appointments are often required to be changed. It is, therefore,
neither advisable nor feasible to sanction different and higher
scales of pay for such special appointments.
Categories of posts, where special pay was admissible but was stopped
after 3rd Pay Commission recommendations.
i.
Following categories of personnel in CRPF were entitled for the
special pay which was stopped after 3rd Pay Commission’s
recommendations :1) Sub Inspector(Motor Mechanic)
2) Head Constable(Drivers)
3) Constable(Drivers)
4) Inspector (Program Assistant)
ii.
SUB INSPECTOR(MOTOR MECHANIC)
The special pay to Motor Mechanics up to the rank of Head
Constable has been in existence since the inception of the Force in
consideration of the technical proficiency and skills required for
efficient performance of their duties. In a Duty Battalion, only one
posts of SI(MM) is sanctioned. He is responsible for fitness,repair
and overhauling of a large fleet of vehicles. The responsibility has
since enhanced on account of addition of several modern
generation vehicles to the fleet, whose upkeep and maintenance
require special expertise and training. He is also required to do a
number of other duties assigned to the rank of SI in the General
Duty/Garrison Platoon. It is absolutely essential to grant special
pay to SI(MM) equivalent to SI(MT) in the MT Platoon.
iii.
HEAD CONSTABLE/NAIK/LANCE NAIK/ CONSTABLE
(DRIVERS)
The special pay to drivers was also in existence since the inception
of the Force; but was stopped after implementation of the
recommendations of the 3rd Pay Commission.
It was
rd
recommended by the 3 Pay Commission that the scale of pay of
the drivers in the CAPFs would be discussed separately along with
other police personnel. No separate scale of pay was, however,
prescribed for the drivers and their pay and allowances were kept
at par with GD personnel of comparable ranks. Their special pay
was stopped without giving any consideration to the technical
qualifications and skills possessed by these categories of
personnel.
Mobility is one of the most vital factors for achieving the
operational efficiency of any Force and the drivers have a crucial
role to play in this respect. The drivers have to undergo extra
training and have to acquire a very high degree of professional
85
iv.
iv.
competence in order to be able to perform their duties in all types
of terrains and climatic conditions. Apart from driving vehicles,
the MT drivers are also required to perform executive duties in
operational areas and are exposed to the risks and hazards being
confronted by the GD personnel day in and day out. It may not be
out of place to mentioned that a large number of drivers opt for
voluntary retirement on account of far better prospects in the
open market. It is, therefore, submitted that driver5s of CRPF
should be adequately compensated by granting them special pay.
SPECIAL PAY TO INSPECTOR (PROGRAMME ASSISTANT) IN
EDP CELL
Prior to 4th Pay Commission, Inspector/SM posted in EDP Cell were
getting special pay @ Rs.50/- per month due to highly specialized
and technical nature of duties assigned to them. The special pay
was sanctioned during 1974 when the post of Inspector (EDP Cell)
was created. The incumbents were selected from amongst the
best available in the Force. Before induction, they were put
through
vigorous
training in
computer operations
and
programming. Depending upon their performance in training, they
were selected for this specialized job. After implementation of 4th
Pay Commission Report, the post of Subedar Major has been put
into a separate scale of pay of Rs.1640-2900 and no special pay
was granted to them.
The responsibilities of Inspector
(Programme Assistant) have increased manifold due to installation
of in-house computer field. The Inspectors in EDP Cell are persons
with specialized skills in computer operation and program writing.
Considering the specialized and highly skilled nature of duties
performed by them, it is absolutely essential to compensate their
technical expertise by grant of special pay which was discontinued
on the basis of recommendations of the 4th Pay Commission.
Presently no special allowance is being drawn by Inspectors of
signal cadre i.e Insp/RO/Cry/Tech/RF. In this connection it is to
submit that following posts of CRPF were allowed to draw special
pay as per Appendix-E of CRPF Rules 1955.
Subedar Operator (Now Inspector Operator)
:Rs.50/-
Sub Inspector (Operator)
:Rs.40/-
Havildar Operator
:Rs.40/-
Naik Operator
:Rs.40/-
Subedar Radio Technician (Now Insp. Radio Tech):Rs.50/Subedar Crypto(Now Inspector Crypto)
:Rs.50/-
Sub Inspector Crypto
:Rs.40/-
Havildar Crypto
:Rs.40/-
86
Thereafter, as per recommendation of 3rd CPC, only Subedar
Operator was allowed to draw special allowance @ Rs.50/- vide
MHA
OM No.5/21/73-Imp dated 10/01/1975 which has been
doubled on implementation of 4th CPC vide Min. Of Personnel, Public
Grievances and Pension (Deptt of Personnel & Trg) OM
No.
6/29/86-Estt (Pay-II) dated 29/09/1986.
Later, on implementation of 5th CPC, MHA vide OM No.
27011/57/97-PF.I/62 dated 24/01/2000),
the Special Pay has
been doubled at the pre-revised existing rates (now termed as
special allowance) in r/o following categories of Signal Cadre in
CPMFs uniformly w.e.f 01/08/1997 with direction that payment of
Special Pay to categories not listed above should be discontinued
forthwith. The same has also been doubled w.e.f 01/01/2006 on
implementation of 6th CPC vide G.I Dept. of Pers & Trg OM
No.4/6/2008-Estt.(Pay-II) dated 01/10/2008. The categories are:-
Sl.No.
01.
02.
03.
04.
05.
Rank
Inspector(Comn)
SI/Radio operator
SI/Cipheroperator
HC/RO
HC/Cipher
Remarks
Uniformly to BSF, CRPF, ITBP &AR
-do-do-do-do-
11.4 It is proposed that the Director General of the Force be empowered to identify
posts given at Para 10.3 (B) (i) above, which have higher responsibilities or
where the work is arduous in nature, but not mentioned above and grant them
special pay.
11.5 It may further be added that the value of the special pay has diminished
considerably due to inflation, as the rates of special pay were not sanctioned
with any criteria of comparison with basic pay. The special pay was always
sanctioned as a lump sum amount which has been quite inadequate and did
not compensate the purpose for which it was sanctioned. It is, therefore,
suggested that the special pay should be sanctioned at a percentage not less
than 15% of the basic pay in various ranks. It is further suggested that there
should be uniformity of special pay in all the CAPFs and special pay should be
considered pay for all allied benefits including retirement benefits.
11.6 POSTS AT HQRS – SPECIAL PAY REGARDING
The Third Pay Commission had recommended that special pay in respect of
posts located at HQrs should be allowed as the nature of work in the HQrs of
Organisations of the Central Services Class-I is more or less similar to that
performed at the level of Under Secretaries, Deputy Secretaries etc. in the
Central Secretariat involving long duty hours. It was recommend by the Pay
Commission that such posts at the HQrs of Organisations of each established
services should carry a special pay of Rs.200/- per month when held by a
87
senior scale officer and when such appointments are held by officers in Junior
Administrative and Intermediate Administrative grades, they should carry a
special pay of Rs. 300/- per men sum.
The benefits of the recommendation were, however, not made available to the
officers located at HQrs of Central Police Organisations. Since the Officers
posted at the Directorate General of CRPF perform duties which are broadly
comparable to the duties performed at the same levels in the Central
Secretariat and the HQr of Organisations of other established Central Service-I,
it is submitted that special pay should be allowed to the officers located at
HQrs of CRPF.
PRESENTLY SPECIAL PAY/ALLOWANCE IS BEING DRAWN BY THE
PERSONNEL IN CRPF IS AS UNDER:Sl.
NO
Rank/Name of the post
SPL PAY
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
SI/RO
SI/Crypto
SI (MT)
SI (ADJT)
SI(QM)
HC/RO
HC/CIPHER
HC (BQMH) (Now upgraded as ASI (QM)
HC (CQMH)
HC (CHM) ( Now upgraded as ASI (ADJT)
320
320
240
240
240
320
320
080
080
080
11.
12.
13.
14.
HC (INSTRUCTOR)
HC (ARMR)
HC (BHM)
CT (STOREMAN)/(TECH)
160
160
080
080
15.
CT (BIGULAR)
040
11.7 SPECIAL PAY BE INCREASED
Grant of special pay to all the special appointees like CHM, BHM, CQMH, BQMH,
SI(A) etc. in the Force should be increased to boost up their morale and give
them a sense of pride in holding special appointment. It should be increased
at the rate of 10% of the Basic pay.
88
CHAPTER - 12
EQUTABLE RISK / HARDSHIP ALLOWANCES
AS PER NATIONAL GRIDS OF RISK & THREAT
A man who is good enough to shed his blood for the country is good
enough to be given a square deal afterwards.
Theodore Roosevelt
12.1 The people committed to the national cause and that’s too ready to make
supreme sacrifices should be equally honoured and compensated. There should
not be any discrimination on the basis of difference in colour of uniform or
different colour of Flag of the organisation they belong as long as they are
serving and protecting the prestige of tricolour. While tackling terror they take
risk and threats into their stride, and when dead, they go back draped in
tricolour.
12.2 The Constitution of the Central Armed Police Forces (CAPFs) have been in
response to the challenging internal security scenarios , dynamics of low
intensity warfare and increasing pockets of conflicts threatening the unity and
integrity of the country. Today, more than 10 lacs CAPFs personnel of
CRPF, BSF, ITBP, SSB, AR are managing internal security, securing very long
and porous borders and tackling one of the worst terrorism supported and
backed by neighbours and other non-state players. The personnel of these
organisations are taking maximum peace time causality, threats to their life and
facing hardship. Unfortunately these hardship and risk to life is everyday and
forever for them as after securing peace in one area they get deployed in other
deadly conflict zone. Left wing extremism of late is leaving trails of bloodshed all
across the nation. The explosives have torn apart not only bodies of CAPFs
personnel but also the families. The casualty during so called peace time has
already left an army of widows, orphans and weeping old parents of CAPFs
personnel who not only suffer but also remain under threat of life as enemy or
misguided persons or anti-nationals remains at large to take revenge.
12.3 International security scenario has undergone a paradigm shift after World War
II. The definition, concept and doctrine of “Security” and “Enemy” have thereby
undergone drastic change. Whereas, dealing with “Internal Security” has
become very complex, demanding and gained substantial importance in
maintaining the sovereignty of the Country, similarly, managing “Enemy-within”
is no less difficult to handle in comparison to “Enemy-without”. Direct wars
first turned into
cold war but soon
returned in a new
avatar,
called
‘Proxy
War’
or
‘Low
Intensity
Conflict’
propagated by the
enemies
through
unhappy lots of
people
within.
89
India has wrestled with its worst manifestation for past four decades;
Insurgency in the North East, Naxalism in West Bengal, Terrorism in Punjab,
Separatists in J&K and latest of all, the Leftist upsurge in the ‘Red Corridor’
traversing through nine states right from Nepal to Kanya Kumari.
12.4
Nonetheless, threat of territorial attacks by neighbouring enemies may not have
ebbed, but the focus of national security has shifted from outside threats to
inside. And this doctrinal change in the security policy has translated into
extraordinary increase in the strength and responsibilities thereto, of CAPFs
ever since rise of Insurgency / Militancy, Naxalism / Left Wing Extremism, and
terrorism in different states of the country.
12.5 Defence Forces remain on the guard and training exercises during peace time
and come out to fight enemies only on physical aggression which generally lasts
for a limited period. On the contrary, the proxy war which is a new form of
external threat once triggered goes on for years. In our country, such threats
are being countered for past four decades, mainly by the CAPFs in support to
civil authorities. In this fight, CAPFs pass through conditions similar to those
faced by defence forces during external aggression; prolonged family
separation, risk to life and performing of arduous nature of duties in
exceptionally hard working conditions. The proxy war exposes CAPFs including
their families to constant risk to life because they fight a faceless enemy
mingled with the public who can targets them easily being in uniform. Thus,
enemy within has become no less important than the enemy without.
12.6
After 1971, Defence Forces fought only one war (Kargil) in 1999 in which 585
soldiers were martyred, but the proxy war fanned by our enemies has been hot
on our soil for four decades and by now thousands of least remembered CAPF
personnel have sacrificed their lives in the service to the nation. The laudable
resistance by the CAPFs in successfully thwarting terrorists attack on the
Parliament and the disputed religious shrine in Ayodhya by personal sacrifices
and their regular assistance during earthquakes, floods, tsunami and other
calamities are relevant to this point.
90
12.7
By virtue of provision of entry 2 of Union List, 7th Schedule, Article 246 of
Constitution of India and various Acts passed by Parliaments under which all
these CAPFs e.g. CRPF, BSF, ITBP etc have been raised, legally these Forces
also fall under the category of ‘Armed Forces’ of the Union.
12.8
Therefore, doesn’t it look logical and judicious to bracket CAPFs with the regular
Defence Forces for the purpose of granting higher pay / pension and
compensation for arduous role they play in service to the nation? It seems the
age old secretarial mindset that CAPFs being part of civil services cannot be
equated with defence forces and that the defence forces must be kept one up
than other services needs to be corrected. Different criterion for granting
compensation for similar conditions to different organizations would be
injudicious. We therefore pray to Pay Commission to take a serious note of
above contents and evolve a new formula to do justice to the CAPFs.
12.9
The CAPFs have been manning the terror infested Indo-Pak border, treacherous
Indo-China borders, steep mountainous Indo-Myanmar border, porous IndoBangladesh border, fighting insurgencies fuelled due to tribal feuds, Terrorism in
urban area and violent Left Wing Extremism. The spatial spread of violence are
in the North-Eastern states,
in J&K and in the states of Chhattisgarh,
Jharkhand, Bihar, Odisha, Maharashtra, West Bengal, Andhra Pradesh etc in the
most hostile weather conditions and inhospitable terrain, deprived of even the
most basic amenities, away from normal human existence and constantly facing
threat to one’s own life from anti-national elements. The supreme sacrifices
made by the personnel during the course of duties are reflected in appendix
attached.
12.10 Living conditions of the personnel are such that they are susceptible to all kinds
of life-style and behavioural issues pushing up the mortality rate within the
forces over a period of time; reflected in many serious health issues which
CAPFs personnel are facing. The constant separation from their families only
compounds the problems further.
91
12.11 It is high time that the Pay Commission acknowledges the sizable contribution
of the CAPFs towards the internal security of the country under the most
difficult and trying conditions. These Forces should not be equated with their
civilian and defence counterparts and an allowance package should be evolved
to adequately compensate them for the heightened risks/ hardships which could
be termed as Field Area allowances or Risk / Hardship allowances. Area should
be identified on the basis of risk to life and amount of difficulties / hardship one
has to face in even in managing day to day affairs as well as hazards. National
grid of risk /threat to life/ hardship may be considered for this purpose to
determine allowances.
12.12 NATIONAL GRID SYSTEM FOR RISK AND HARDSHIP ALLOWANCES
S/
NO.
CATEGORIES
Risk to
Altitude and
life
remoteness
1.
Difficulty in
terms
of
working/livi
ng
conditions
Congenial
2.
Moderate
Moderate
risk
3.
Hostile
Sensitive
4.
Very hostile
Highly
sensitive
Low risk
Plain or Well
connected
Medium
altitude or less
remote or
both
High altitude
or remote or
both
Very high
altitude or
remote or
both
RATES
OF
RISK
/
ALLOWANCE
COMPOSITE
HARDSHIP
NIL
· If the place of posting
meeting any one condition
– 25% of basic pay
· If the place of posting
meeting any two
conditions – 30% of basic
pay
If the place of posting
meeting any two conditions –
40% of basic pay
If the place of posting
meeting any one condition –
50% of basic pay
92
Note :i.
ii.
Basic pay means - Pay in the running Pay Band + Grade Pay
At present, force personnel are bound to draw either risk/hardship
allowance or compensatory allowances along with detachment allowance in
terms of MHA OM dated 16/4/2009. While the risk/hardship allowance has
been considered keeping in view of risk/threat to the force personnel from
the naxalites in LWE areas and militancy/insurgents in J&K/LWE, other
compensatory allowance like SDA is given as a special compensation for
rendering duties in difficult areas. Detachment allowance is given for
carrying out continuous duties away from the Headquarter to meet the daily
expenditure by the force personnel while on tour. Hence, composite
risk/hardship allowance now being proposed by allowed/granted
separately without linking with other allowances.
The composite risk/hardship allowance should be income tax free.
Above rates may be applicable upto the level of DIsG deployed in these
locations.
Compensation for officers above the level of DIsG may be considered @
10% of the basic pay uniformly, if deployed in these locations.
Civilians posted/serving in these locations may be allowed 50% of the above
rates.
DoP&T may notify the districts/States based on above categorization for
sanctioning allowances as per proposed rates.
iii.
iv.
v.
vi.
vii.
12.13 DETAILS OF ALLOWANCES DRAWN BY THE FORCE PERSONNEL IN
DIFFERENT THEATRES
SL
NO
1.
2.
3.
4.
5.
6.
7.
8.
9.
RANK AND BASIC PAY
Commandant
(37400+8700 = 46100)
Second-in-Command
(21900+7600 = 29500)
Deputy Commandant
(18750+6600 = 25350)
Asstt. Commandant
(15600+5400 = 21000)
Inspector
(12540+4600 = 17140)
Sub Inspector
(9300+4200 = 13500)
Asstt. Sub Inspector
(8560+2800 = 11360)
Head Constable
(8440+2400 = 10840)
Constable
(8070+2000 = 10070)
ONLY FOR
CoBRA
PERSONNEL
CoBRA
ALLOWANCE
16800
(36.44%)
16800
(56.94%)
16800
(66.27%)
10800
(56.94%)
10800
(51.42%)
8400
(62.22%)
8400
(73.94%)
8400
(77.49%)
8400
(83.41%)
J&K/NES/LWE (Risk
Allowance)
ONLY IN
NES
CI(Ops)
FAA
11700
(25.37%)
11700
(39.66%)
10800
(42.60%)
9450
(45.00%)
8100
(47.25%)
8100
(60.00%)
8100
(71.30%)
5400
(49.81%)
4500
(44.68%)
SDA
CI(Ops)
MFAA
9000
(19.52%)
9000
(30.50%)
8310
(32.78%)
7260
(34.57%)
6240
(36.40%)
6240
(46.22%)
6240
(54.92%)
4140
(38.19%)
3450
(34.26%)
NOTE:1.
2.
CI (Ops) MFAA
CI (Ops) FAA
-
CI (ops) Modified Field Area Allowance
CI(Ops) Field Area Allowance
5763
(12.5%)
3688
(12.5%)
3169
(12.5%)
2625
(12.5%)
2143
(12.5%)
1688
(12.5%)
1688
(12.5%)
1355
(12.5%)
1355
(12.5%)
93
CHAPTER - 13
ALLOWANCES, BENEFITS AND AMENITIES
[A] SERVICE CONDITIONS
13.1 MARTYRS STATUS FOR CRPF PERSONNEL KILLED IN ACTION
CRPF personnel quite often perform duty working shoulder to shoulder
with the Army units. The personnel of Army and CRPF sacrificing
their life fighting together against militants are treated differently as
Army personnel are granted status of ‘Martyr’ whereas CRPF
personnel are not allowed this status. As a matter of fact the
personnel of defence forces even killed during natural calamities are
treated as a ‘Martyr’. This discrimination is evident from the following
facts;
·
Late Ct/GD Kamlesh Kumari of 88 (M) Bn, CRPF was
posthumously awarded “Ashok Chakra” highest award for peace
time Gallantry for her gallant act when terrorists attacked the
Indian Parliament during 2002, but she has not been accorded
the Martyrs status.
·
CRPF men who made their supreme sacrifice when deployed
along with Indian Army in Sri Lanka as part of IPKF were not
granted status of Martyr whereas, army personnel were
granted.
·
Police Commemoration Day is observed every year on 21st Oct
in memory of 10 CRPF personnel who made supreme sacrifice
fighting Chinese army aggression at Hot Spring in the year
1959. Even those CRPF personnel have not been granted status
of Martyr whereas Indian army personnel sacrificing lives while
fighting external aggression are granted the status of Martyr.
·
Valour day is observed every year on 9th of April in the memory
of brave soldiers of a company of 2nd Bn CRPF who repulsed
Brigade level attack from PAK Army on “Sardar Post” in the
Rann of Kucchh in which 7 CRPF men were martyred. They are
fondly remembered but ‘Martyr’ status has not yet been
accounted to these brave soldiers.
Consequent to the above, various facilities provided by the
Government to the Next of Kin of a ‘Martyrs’, are not being
provided to family members of personnel of CRPF killed in
action. This is highly demoralizing and an insult to the sacrifices
of CRPF personnel. The CRPF and other Armed Police Forces in
the country have lost 9441 personnel since 1994 (source: SATP
org) in the line of duty but they have not been recognized for
"Martyr" status as in the Armed Forces. It is not about the
94
desire for the word or the categorization, but about the respect
and honour that is long overdue to the CRPF personnel.
Martyrs honoured – RD 2014
Kirti Chakra
Only force to get gallantry medals
Sixteen gallantry medals
during RD 2014
Bhrigu Nandan Chaudhary
PPMG
Santosh Kr. Singh
Ugrasen Tripathi
PMG
S Prabhu
Narendra Singh
Pradeep Kumar
Mukesh Bunkar
Parasmani Jha
13.2 COMPASSIONATE APPOINTMENTS
While the widows and dependants of deceased Defence personnel are
accommodated in State / Central Govt. Services after the demise of
the govt. servant, the widows/dependents of CAPF personnel killed in
action/ died in harness are flatly refused compassionate appointments
in the State Govt. Departments on the plea that the deaths of CAPF
personnel are not attributable to the military service. Though, CAPF
personnel are Central Govt. Employees, they are meant to assist the
state govt. authorities for maintenance of law and order therefore they
should also be accommodated on compassionate appointments in the
State Govt. departments. There is a need to issue a new directive to
all States/Central Govt. departments to reserve quota in the
compassionate appointments for widows / dependents of CAPF
personnel killed in action / died in harness to enable them to get a job
in their Home States. Present limit of 5% of vacancies reserved for
compassionate appointment should be removed.
13.3 WAR WIDOW STATUS TO WIDOWS OF CAPF PERSONNEL
13.4 GRANT OF STATUS OF EX-SERVICEMEN
As per the definition of Ex-Servicemen, ‘all persons who served in any
of the Armed Forces of the Union of India at least for a period of five
years and discharged by way other than dismissal are termed as ‘Exservicemen’. The CAPFs have also been declared as Armed Forces of
the Union of India by the MHA vide Notification No. 24121/74/2004-PC
dated 6 Aug 2004. This would mean that retired persons of CAPFs are
rightfully eligible to be termed as ‘Ex-servicemen’ with all
consequential benefits. However, this issue was clarified by MHA
through their letter No. 24121/-PC dated June 2005 that Ex-
95
Paramilitary Personnel can be termed as ‘Ex-Armed Forces Personnel’
with all consequential benefits. However, none of the states of India
have formally recognized this status for allowing benefits to CAPF
retirees as given to Defence personnel. Pay Commission may kindly
examine it for suitable recommendations to the govt.
13.5 PERMISSION TO FORM THE SERVICE ASSOCIATION
In the absence of any forum as a part of grievances redressal system
CRPF officers and men are not in a position to project their problems
properly.
Hence CRPF should be permitted to form Service
Associations to raise the issues pertaining to their service matters and
other grievances. Presently, the Officers coming on deputation on
senior posts can be members of associations but their junior
functionaries (CRPF Cadre) cannot form any association. State police
and Indian Police Service officers have been permitted to form such
associations whereas CRPF which is least likely to raise issue other
than genuine grievances are denied this facility. As per Government
of India Department of Personnel & Training OFFICE MEMORANDUM
on Central Civil Services (Recognition of Service Association ) Rules,
1993 vide No. 2/10/80-JCA New Delhi, the 9th November, 1993,
recognition will be accorded by the Ministry / Department of an
Association on fulfilling the conditions prescribed in Rule 5 (d) ( i ) of
the rules in respect of the entire Ministry / Department, A service
Association which fulfils the following conditions may be recognized by
the Government, namely:i.
An application for recognition of Service Association has been
made to the Government containing Memorandum of
Association, Constitution, Bye-laws of the Association, Names
of Office-Bearers, total membership and any other information
as may be required by the Government;
ii.
The Service Association has been formed primarily with the
object of promoting the common service interest of its
members;
iii.
Membership of the Service Association has been restricted to a
distinct category of Government servants having common
interest, all such Government Servants being eligible for
membership of the Service Association;
a.
The Association represents minimum 35 percent of total
number of a category of employees provided that where
there is only one Association which commands more than
35 per cent membership, another Association with second
highest membership, although less than 35 per cent may
be recognized if it commands at-least 15 per cent
membership;
96
b.
The membership of the Government Servant shall be
automatically discontinued on ceasing to belong to such
category;
v.
Government employees who are in service shall be members or
office bearers of the Service Association;
vi.
The Service Association shall not be formed to represent the
interests, or on the basis, of any caste, tribe or religious
denomination or of any group within or section of such caste,
tribe or religious denomination;
vii. The Executive of the Service Association has been appointed
from amongst the members only; and
viii. The funds of the Service Association consist exclusively of
subscriptions from members and grants, if any made by the
Government, and are applied only for the furtherance of the
objects of the Service Association.
13.6 TIMELY CAREER PROGRESSION OF OFFICERS AND MEN
There is no system of timely career progression in CRPF for either
officers or men, due to which a large no. of personnel are resigning or
seeking VRS. Morale of the force is very low. Hence, scheme for
timely career progression should be implemented considering the
demanding service conditions of these forces.
DATA OF ATTRITION / VRS (YEARWISE IN TABULATED FORM)
l.
RANK
2006
200
2008
200
YEARS
201
2011
2012
201
2014
1.
2.
3.
IGP
DIGP
COMD
-
03
-
01
05
02
01
-
01
05
01
01
-
02
-
4.
5.
6.
7.
8.
9.
10.
2-I/C
DC
AC
INSP
SI
ASI
HC
3
10
13
38
126
39
1546
04
18
24
74
19
818
03
13
13
36
118
54
1142
09
20
40
186
85
261
08
19
54
210
74
2111
02
15
20
60
241
77
2108
16
30
84
149
101
3992
01
22
42
65
226
248
2613
02
08
26
70
62
673
11.
CT
1066
745
898
113
1176
1341
1613
1357
452
2841
170
TOTAL
2283 4089 3653
387
6035
4576
1293
13.7 RECOGNITION OF ORGANIZED SERVICE STATUS TO GROUP A
OFFICERS OF CRPF
While the Department of Personnel and Training has issued
notification providing for grant of non-functional pay up-gradation,
97
the Government is yet to allow this benefit to Group A officers of
CRPF.
The Central Reserve Police Force, the world's biggest paramilitary
force, has about 5000 officers out of which about 4,421 are in Pay
Band 3 and for these officers only 545 posts are available in Pay Band
4. Given the limited number of posts in PB 4, promotions to higher
posts for CRPF cadre officers have become rare.
Induction of cadre officers was done in an highly unscientific manner
over the years without any due regard for the career prospects of the
officers and in violation of the instructions of the Union Public Service
Commission or the DoPT that are responsible for the management of
Group A cadre.
While the CRPF Rules framed in 1955 specifically provide for
conditions of service, cadre regulations for inclusion of officers in
General Central Service Group A (earlier class I), the group ‘A’
executive officers of CRPF are not recognized as an organized service
inspite of following facts:i.
Vide para 1.12 read with para 2.7 of DOP&T monograph, 1993,
the, BSF, CRPF and ITBP are placed amongst the regularly
constituted Central Group “A” Organized Services. On above
analogy, only DOP&T had carried out cadre review of CRPF and
even sent two UO notes dated 10th and 23rd Feb, 1995 to MHA
seeking copy of notification for declaring these Groups “A”
cadres into regular cadres. In fact, three Cadre Reviews of
CRPF have already been done during the year 1982, 1989 and
2004 and the 4th one is under submission. It is also relevant to
mention here that as per instructions of DOP&T, the cadre
reviews are done only for the Group-‘A’ posts which form part of
an organized service and not otherwise.
ii.
Reading of Rule 5, Rule 7 and Schedule to Rule 5 of CCS (CCA)
Rules makes it amply clear that the Group “A” cadres of CRPF,
BSF and ITBP are regularly constituted organized cadre/service.
iii.
Rule 102 of CRPF Rules, 1955 reads:“The conditions of service of members of the Force in respect of
matters for which no provision is made in these rules shall be
the same as are for the time being applicable to other officers of
the Government of India of corresponding status.”
iv.
DOP&T vide letter No. I-11011/1/2009-CRD dated 14/12/2010
had asked for proposal for cadre reviews of various services. In
that letter at Sl. No. 53, 52 & 50 CRPF, BSF, ITBP – have been
respectively placed in the list of services along with other
organized services.
v.
In the Second Administrative Reforms Commission, Tenth
Report, in Chapter 4 vide para 4.2.7 a list of organized Group A
Central Civil Services has been attached in Table 4.1. CRPF has
98
vi.
been shown as organized Group A Central Civil Service even in
this list at Sl. Nos. 24. It is also mentioned at the end of the
table that the source of the list is DoPT.
CRPF Head Quarters and Pay Commissions have on a number of
occasions already felt the need of CRPF Group “A” cadre to be
considered as ‘organized Group A Cadre’, but in spite of all that
the benefits of organized service have not been given to this
cadre.
In view of the facts mentioned above CRPF Group-‘A’ executive
cadre should be recognized as an organized service and Group‘A’ executive officers of CRPF should be granted all the benefits
of an organized service.
13.8 INCLUSION OF CRPF PERSONNEL IN OLD PENSION SCHEME
The service conditions of all CRPF personnel are at par throughout the
deployment in the country, yet they are governed with different rules
and extended different benefits. This fact brings about an adverse
impact on an individual. CRPF personnel for most of their service span
remain deployed in highly sensitive area demanding supreme
sacrifice. Any disparity in terms of monetary benefits or service
condition with comparison to his own peers causes not only agony but
de-motivate him which is against the national interest. Therefore,
CRPF should also be included in old pension scheme like defence
forces.
13.9 BETTER INFRASTRUCTURE AND LIVING FACILITIES IN FIELD
AREAS
As per the SOP issued by the Ministry of Home Affairs, Government of
India, it is the responsibility of States to provide accommodation and
other basic facilities to CRPF men deploy there, but states hardly
provide reasonable accommodation due to which officers and men
have to live in inhuman conditions while fighting for the country. This
is also a continuous phenomenon, as they don’t have any system of
alternate field and peace posting like Army. In the absence of the
proper infrastructure, the CRPF personnel may be compensated
through monetary allowances.
13.10 SECOND-IN-COMMAND OF CRPF TO BEBROUGHT UNDER PB 4
The Second in Command of a Unit is supposed to officiate as the
Commandant in the absence of the latter. The Commandant remains
away from the Unit usually for about 4-5 months, be it 60 days EL, 15
days CL, other extended leave, recruitment duties, different boards/
committees or other government duties. Apart from these, the
Second in Command is mainly responsible for supervision of all
provisioning matters, financial matters, discipline and other affairs of
the unit. Overall, the Second in Command is responsible for scrutiny
99
of all affairs of the Unit and performing all duties of a Commandant
except according financial sanctions. Based on the scrutiny and
approach of the Second in Command, the Commandant is able to take
a balanced and judicious decision.
Apart from the above, the Second in Command is designated as
Commandant of the Unit for need on Adhoc basis for a particular
assignment mostly during elections and thus he/she has to discharge
all the duties of a Commandant for given period of time and that too
under most challenging environment. Thus the post of Second-inCommand in CRPF deserves to be placed in PB-4 as in Defence
Forces, its equivalent rank of Lt. Colonel has been granted PB-4.
13.11 DEATH CUM RETIREMENT GRATUITY
The service condition and place of deployment in respect of CRPF
personnel and rest of the civilian employees is far different and
cannot be equated for determining the benefits and allowances.
Considering all such aspects of the subject the separate rules may be
drawn or modified in ALL INDIA SERVICES (DEATH-CUM-RETIREMENT
BENEFITS) RULES, 1958 to extend additional benefits to CRPF
personnel. The present rates should be enhanced to commensurate
with the Defence Forces.
13.12 CHILD CARE LEAVE
Child care leave for a maximum period of two years (730 days) is
admissible to women employees during their entire service for taking
care of two children upto the age of 18 years for rearing/looking after
any of their need, like examination, sickness etc. A Govt Servant who
has not re-married after death of his wife has to take care of his
children upto the age of 18-22(as a normal and disabled) along with
his normal duties, single handedly. Therefore, a widower Govt.
Servant who has not re-married after death of his wife should be
allowed 365 days Child Care Leave (50% of entitlement as admissible
to women employees) to take care of children .
[B]
ALLOWANCES AND AMENITIES
13.13 PROPER & ADEQUATE MEDICAL CARE OF FAMILY
One major cause of stress for the force personnel while they are
deployed in far flung areas away from family is the lack of prompt
medical care & treatment of their aged parents and family members
living away from them. It is prohibitively expensive and beyond their
affordability. Medical Insurance coverage for Force personnel at
leading private hospitals in all states on cashless basis has become
imperative and essential to mitigate their sufferings. Medical facilities
available with the Force are not useful in extending medical assistance
100
to the separated family members as in 90 %
cases; families are
staying in rural or sub urban areas away from the location of CRPF
hospitals. Hence, following steps are proposed.
i.
ii.
Cost of proposed Group health insurance cover for each
personnel and his family members is borne by the Govt.
To meet the routine cost of medicines, tests and OPD expenses
all employees falling in the age group up to 40 years should be
granted Rs. 50,000/- annually as medical allowances, whereas
those
between 40-50 years should get Rs. 75,000/- and
between 50-60 years of age should get Rs. 1,00,000/- as
medical allowance annually.
13.14 CHILDREN EDUCATION ALLOWANCE UPTO GRADUATION
WITH HOSTEL SUBSIDIES TO FORCE PERSONNEL
Presently Children Education Allowance @ Rs. 1500/- per month is
entitled to a Govt employee for a single child. The prevailing school
fee for any reasonably good school in any part of the country is
minimum Rs. 2000/-to 3000/- per month, besides others costs of
education. Hence, CEA be increased proportionately to Rs. 5000/- per
child per month up to 2 children from class 1 to 12 along with Rs.
5000/- per month per child hostel subsidy. For graduation this should
be Rs. 10,000/- per month per child along with Rs. 10,000/- per
month per child hostel subsidy. For post-graduation it should be Rs.
15,000/- per month per child along with Rs. 10,000/- per month as
hostel subsidy.
13.15 INCREASE IN FAMILY ACCOMODATION ALLOWANCE (FAA)
i.
FAA is an allowance drawn by personnel who are living in the
barracks and not entitled to HRA. The 6th Pay Commission had
provided for FAA at the rate of Rs 700/-. However, with a recent
proportionate increase of 50% owing to increase in DA, effective
Jan’ 1st 2014, the personnel are drawing a flat rate of Rs 1050/as FAA. Since providing of barracks by the govt. for stay of
personnel is purely in the interest of the government and the
existing rate of FAA is too paltry to get even a hutment at any
place whereas he has to cater for the stay of his family at a
suitable place, it is suggested that FAA should be provided at the
lowest rate of HRA drawn. It should not be merely applicable to
the Non Gazetted rank but should also be extended to the
gazetted officers of the Force.
101
ii.
Accommodation, the basic need of life is neglected even after
75 years of conception of this Force. The uncertainty and
unpredictability of deployment of this Force has not enabled
construction of permanent bases which at present is less than
14% satisfaction level against 25%.
The states seeking
deployment are unable to meet the requirement of force
personnel. The concept of notional headquarters at Group
Centre deprives the personnel the grant of HRA during their
posting to North East, J&K and LWE. The Govt. has already
allowed double HRA to all central Govt. employees posted in
North East i.e. one at the place of duty and another HQr the last
station of posting where family of the employees is residing or
on retention of quarter at the previous place of posting. CRPF is
the only government organization in which a large number of
employees are never able to get neither government quarter
nor HRA as majority of them stay in barracks.
iii.
Since house rent has increased tremendously due to hike in the
real estate price, HRA rates need to be increased
commensurately. The prevailing situations in far flung areas
neither permit personnel to keep families with them nor educate
their children for following reasons;
Non availability of accommodation
Security threat
Non availability of school
Non availability of accommodation even on hire.
Moreover, inadequacy of proper accommodation to the Force
personnel, exigencies of C.I. Ops duties, posting of about 90%
personnel
in
field
areas
involving
frequent
movements/deployment in hostile areas on round the clock duty
lead to following :a.
Disruption of family life
b.
Social isolation
c.
Maintenance of double/triple establishments
d.
Failure of
parental control over future prospect
of
children
·
·
·
·
13.16 GENERAL POOL ACCOMMODATION FOR CRPF PERSONNEL AT
THE PLACE OF DEPLOYMENTS
In CRPF we are always deployed in such areas where do not get
accommodation from Central General Pool inspite of being Central
Government employee. The reason of deployment of Estates is that
accommodations are for people posted in HQrs. This is a unique
scenario of CRPF as the HQr of personnel posted in units/battalions
are treated at the place of affiliated Group Centres and not at the
place of physical deployment. This way most of our manpower never
gets an opportunity to get an appropriate accommodation during their
102
life time, whereas, the housing is basic and bare minimum
requirement. Neither we have good barracks/residences in camps nor
entitled for official accommodation.
It is, therefore, prayer before the commission to bring our
personnel to avail the General Pool Accommodation at the place
of deployment
13. 6 GRANT OF LTC/ADDL. LTC
The peculiar situation of about 90% personnel of this Force remaining
away from home in far flung areas demands special provisions of LTC
available to other Govt. employees as under:i.
Additional LTC be allowed to all the ranks of the Force for
both way Journey instead of one way applicable presently
to all.
ii.
The normal provision of LTC for self and family from Home
Town to place of duty once in two years should be made
once every year in respect of CRPF personnel to enable
the families to visit the employees since schedule of
vacation of children is fixed whereas grant of leave to
Force personnel is unpredictable.
iii.
It is submitted that grant of LTC once in block of 4 years
to anywhere in India should be extended to anywhere in
the World subject to maximum limit of air fare or train
fare in the country applicable to each Govt. employee
from the place of duty.
iv.
It has been felt that during the period of service the
operational exigencies do not allow the CRPF personnel to
avail 4 year LTCs to anywhere in the country. In a normal
span of 35 years of service they are entitled to 8 such
LTCs. These mostly un-availed LTCs may be allowed to be
carried forward to any stage of service even after
retirement.
v.
Considering the specialized nature of duty CRPF
personnel may be exempted from the requirement of the
present system of surrendering one block of two years
LTC in lieu of 4 years LTC.
vi.
Entitlement of air journey in case of LTC should be at par
with the entitlement on Govt. duty.
13.17 RAIL CONCESSION
The Govt. has already been very considerate in extending 50%
concession by air to CAPFs. The deployment of CAPFs in far flung
areas does not often permit them to avail air concession due to non
availability of airports at their places of deployment. It is therefore,
prayed that 50% concession by rail may also be granted to the
personnel of CRPF.
103
13.18 RATION ALLOWANCE
The present system of grant of ration money may be extended to all
ranks of CRPF (from CT to DG) and should be applicable to all
combatised and non combatised staff. The present ration money be
increased to the tune of an amount to compensate the diet charges at
the rate of 3850 calories for all ranks from the constabulary to the DG
of the force. This should be applicable during leave also.
CRPF is performing highly sensitive duties involving risk and long
hours of arduous duties of maintaining Internal Security involving
challenges of varied terrorist threats to nation, specifically in the
States of J&K, N.E. Region and LWE affected areas. It is worth
mentioning that more than 81% of Force is performing its duty in
highly volatile situations of insurgency in hostile terrains, under
extremely tough climatic conditions in extremely remote areas too
difficult to be accessed. In contrast to other Forces like Army and
sister CAPFs where maximum 50% of strength is deployed in active
ops areas, CRPF is providing almost 90% of its strength in active C.I
& I.S duties. CRPF personnel have to perform strenuous duties in
remote/jungle areas on long range patrolling facing variety of
adversities.
For which high caloric rich diet (3850 calories) is
essential to cope up with the required energy and to keep them
mentally and physically tough and sustainable. Moreover, there is no
concept of rest and recuperation the Force in terms of peace postings
which is further aggravated by poor logistic infrastructure. Separation
from family also leads to maintaining more than one establishment.
Daily physical activities account for at least 40% of calories burnt
each day. It may be appreciated that the intensity, frequency and
duration of any activity does have direct affect on metabolism. Basic
Metabolic Rate of normal person requires 1427 calories, whereas
normal person requires 2500 calories. Hence merely providing 450
additional calories is not commensurate to physical activity involved.
It may further be added that monetary benefits for the CRPF
personnel being worked out on basis of calories requirement are not
commensurate to price index leading to procurement of sub- stranded
food products detrimental to health. The cost of food since to be
determined on the basis of calories, it needs to be enhanced to
provide ration worth at-least Rs. 4000/- per person per month.
REASONS IN SUPPORT OF ALLOWING RATION ALLOWANCE
(RA) TO ALL RANKS IN COMBATISED AND NON-COMBATISED
DISCIPLINE.
This Force has been performing arduous duties for several years
without any rest and recuperation. In the present scenario its
ubiquitous disposition exists in hostile environment, worst climatic
conditions and serious health hazards, deprivation of basic amenities
to life, separation from family life, social isolation, and maintenance of
104
double/triple establishments wit meagre salaries. Moreover, the cost
of living in remote areas is comparatively high. As such, when almost
all the ranks are posted in Unit/offices and have to procure ration
items from same market/locality; RA needs to be allowed to all ranks
to commensurate with the cost of Ration escalation in recent years.
Officers not only have to lead men from the front but have to work for
extra long for ensuring proper ops planning and administrative
requirement. They have to maintain same caloric requirements to
match physical agility of their men and when this practice is prevalent
in all Armed forces, NSG and Assam Rifle, there is no justification for
denial of same to CAPFs officers.
13.19 UNIFORM ALLOWANCE
Uniform allowance is granted to an officer of Group A of the Force for
maintaining smart turnout and bearing as an officer is the face of the
government. The officer in uniform is a mirror of the law enforcement
authority. Therefore, the appearance of the officer should be perfect,
smart and unparalleled. The present rate of uniform allowance is too
meager and does not reasonably support the cost of uniform due to
high inflation rate over the period of time as the uniform allowance
remains the same. Therefore, uniform allowance to the Group “A”
Officers may be increased in the following manner:Initial uniform grant
- Rs. 90,000/Renewal uniform grant - Rs. 36,000/(after every three years)
13.20 TRANSPORT ALLOWANCE
The last Pay Commission has given Transport Allowance in three
categories excluding the HAG+ grade officers. Since implementation
of last pay commission the cost of the transport facilities and
petroleum products have increased more than 3 times. Therefore, the
existing rate is far too less to meet the requirement. In order to
compensate the cost of transport the amounts of Transport Allowance
be increased by three times.
13.21 LEAVE ENCASHMENT
Due to exigency of services not all force personnel get leave as per
their requirement. Thus some time one has to surrender leave due
within a calendar year. The existing system of crediting maximum 30
days of leave is disadvantageous for no fault of individual. The
present limit of accumulation of leave up to 300 days should be
replaced with 500 DAYS of accumulation and provision for
encashment of leave to be left to the discretion of the employee for
three times in his service career at any stage.
105
13.22 GRANT OF 90 DAYS ADDITIONAL LEAVE TO COMPENSATE
ADDITIONAL WORKDAYS OR PAY IN LIEU OF THAT, IF LEAVE
IS DENIED
Where all other central Govt department have the privilege working
only 5 days a week, CRPF personnel have no option but to work 7
days a week Operational exigencies like elections, communal riots,
terrorist attacks, man made and natural disasters do not permit the
Security Force personnel to avail
any holiday. Rather
they are
deployed for extended hours of duty on these festivals and holidays to
ensure peace and tranquillity and hassle free celebrations for common
man. Hence, they deserve grant of two months additional pay
annually. CISF and Delhi Police already have this provision. The
concept of grant of 60 days E/L in lieu of 30 days E/L in other
organizations has been misinterpreted in case of CPOs. 30 days
additional E/L is in lieu of working on Saturdays and Sundays which
amounts to 104 days a year, whereas the grant of two month’s
additional pay is required for working on all Gazetted and Restricted
holidays. The provision of such compensation in lieu of working on GH
and RH is in vogue in CISF and Delhi Police.
13.23 MEDAL ALLOWANCE
The present scales of medal allowance for PPMG and PMG must be
enhanced to 5000/ p.m. and 4,000/- per month respectively.
Similarly Rs. 3000/- per month and Rs. 2000/- per month must also
be given to awardees of President’s Police Medal for Distinguished
service and Police medal for Meritorious service respectively.
The railway concession as applicable to PPMG and PMG for two
personnel should also be given to awardees of distinguished service
and meritorious service only for self.
The concession in rail must be extended for travel in Rajdhani express
and Shatabdi Express trains.
13.24 HARDSHIP (ARDUOUS DUTY ) ALLOWANCE *
Presently CRPF personnel working in N.E are getting SDA and HCA in
addition to DA at above rates whereas Personnel working in J&K are
getting enhanced rates of Detachment Allowance. In lieu of all the
above allowances we propose grant of
50% of their basic pay as
Hard Ship allowance to all the personnel working in J&K, N.E states
and states affected with L.W.E. The hardship allowance should be
drawn with salary once they report to their duty station and should be
non taxable on the lines of existing detachment allowances.
13.2 KIT MAINTENANCE ALLOWANCE
106
A smart turn out is the basic requirement of uniformed forces and it
comes under the discipline head to maintain the dress and kit. We all
are having various kind of dresses for various occasions and our
tough job requires is to be get dirty daily . For proper cleaning,
ironing, starching of clothes and washing and polishing of boots it not
only requires hard work on the part of the individual but also the use
of various equipments and commodities. Sometimes it requires the
help of especially skilled person.
Considering all these facts and the present inflation Kit Maintenance
Allowance should be at least 1000/- per month for each individual.
This will motivate, encourage & facilitate them to carry on better turn
out which will result in high motivation and better performance of our
troops.
13.27 TRAINING ALLOWANCE
It has been said many times that training is the most important
aspect of uniformed forces and in a force doing multitasking like us
where all our men are discharging various kind of duties in various
operational theatres like counter insurgency, law & order, security of
vital organizations, VIP security ,election duty etc. The nature of job
often requires frequent change in nature of duties and also adopts
new techniques & equipments to discharge our duty more efficiently
and with the spirit of our constitution (protection of human rights).
Considering all these above mentioned aspects training played a very
important role in our force. We are having so many training
institutions and apart from that running training at battalion &
company label so that we can match with the requirements of job by
training our men with the changing job requirements.
A purposeful training can’t be done without a skilled, efficient &
motivated trainer. A trainer has to develop e new skills and also brush
up their old knowledge in order to be up to date with the changing
professional scenario. Apart from that they are suppose to be
physically more fit, mentally more tough and having a perfect turn
out and behaviour to achieve respect among their trainees. In
uniformed forces a trainer is suppose to demonstrate all that what he
wants his trainee to learn and do, that too to the label of perfection.
Trainees come & go back after completion of training but trainees
have to follow the same routine throughout the year and even at the
time when the trainees are taking rest trainers are busy in their
analysis, preparation of demonstration
learning new things and
discharging their routine duties. They have to plan their leaves
according to
the training programs. Continuous physical labour in
making demonstration causes risk of injury to them.
107
After considering above mentioned facts it is clearly evident that
imparting training not only requires a lot of skills but also needs
continuous hard work and so many sacrifices other than a normal
member of force does. It must be recognized by giving all member
of forces a training allowance at least 30% of their basic pay to
motivate the existing trainers and also encourage new persons to
develop themself as a good trainers.
Training Allowance at the rate of 30% of the basic pay should be
given to all personnel posted/attached in training establishments.
13.28 DEPUTATION ALLOWANCE
Deputation allowance at the rate of 10% of the basic pay when the
deputation at the same station and at the rate of 20% when
deputation is to an outside station.
13.29 OFFICIATING ALLOWANCE
Large scale vacancies in CRPF compel officers to work in higher
capacities simultaneously performing their assigned task without any
remuneration. This saves exchequer by ways of not having to pay
salaries for existing vacancies, but no compensation is paid to the
officer. 30% vacancy in CRPF is a testimony to the overworking and
overstretching of officers. Hence, officiating allowance @ 10% of
basic pay must be given to all officiating ranks.
13.30 SPECIAL PAY BE INCREASED
Grant of special pay to all the special appointees like CHM, BHM,
CQMH,
Coy
writer,
BQMH,
SI(A),SI/RO,SI/CRYPTO,SI/MT,SI/QM,CT/BUG,HC/ARMR,HC/CIPHER,
HC/RO etc introduced in the Force with an aim to give sense of pride,
significance, boost up morale & compensate for extra efforts to meet
the requirement of the post. The spl appointment pay given to these
officials is too meager. In order to boost up their morale and give
them a sense of pride in holding special appointment, it should be
increased at the rate of 10% of the Basic pay.
13.31 FACILITY OF SECURITY AIDES TO COMMANDERS
Security Aides facility to commanders at all level is to perform
multifaceted task and it is their functional requirement. There is
importance of ‘Buddy Pair’ for operational purpose and maintaining
secrecy of the information / Documents /Daks etc which need to
exchange hand through them only. They carry maps, GPS, Binoculars
and other classified information for commanders. The officer serve
24x7 days and exigencies may come any time when they have to react
108
promptly. In such cases when the commander himself has to care
about his own petty adm or ops matters, he or she can not focus on
the core issue of the subject. The officers have plenty of operational
and administrative tasks at hand. Obviously, his worry about own
logistics will definitely affect the efficiency of the troops he/she is
commanding.
Broadly a ‘Security Aide’ performs following duties of urgent nature
for commander·
The Security Aide primarily acts as buddy of a commander in an
operation in the field.
·
He conveys message pertaining to Government work to the
notice of the Officer with least possible delay.
·
He ensures that no unauthorized person makes a criminal
trespass of the premises of the officer.
·
He ensures safety and security of the commander’s residence
and appropriate opening and closing of the residence.
·
To assist the officer under the circumstances of grave sickness,
domestic emergency etc.
In view of the above, it is imperative for optimizing time of
commanders for active intervention/participation to enable him to
make value addition in ops/administrative field the facility of ‘Security
Aid should be continued. Help from other personnel cannot be sought
as it will compromise security as well as there may be possibility of
sabotage and infiltration which can endanger life of troops. Thus this
time tested facility to commanders world over may continue to CRPF
officers too. Even if substituted with allowance for the purpose, the
deployment of the Force is such, that suitable people for this may not
be available.
In this connection, MHA vide their UO No.I-45023/10/2008-Pers-II
dated 06/03/2014 has already directed that on the basis of functional
justification, a proposal for fresh/new creation of “Suraksha
Sahayaks” (Security Aides) posts may be referred to 7th Central Pay
Commission for their consideration.
13.32 SANCTION OF SPECIAL PARLIAMENTARY DUTY ALLOWANCE
TO PARLIAMENT DUTY GROUP (PDG)
On the recommendation of JPC, PDG have been formed for a strength
of 1540 posts of various ranks diverted/kept in abeyance from
existing Units/Group Centres. The JPC had also recommended for
grant of monetary incentive @ 25% of basic pay +DA as Special
Parliamentary Duty Allowance.
·
While submitting the proposal for creation of posts for the PDG,
request for grant of Special Parliamentary Duty Allowance
(SPDA) @ 25% to the PDG personnel at par with SDG personnel
was made.
109
·
·
·
·
·
·
·
The duties being performed by the PDG and SDG are similar in
nature and therefore the PDG personnel should be paid Special
Duty Allowance (SDA) @ 25% of basic pay + DA in line with the
same as drawn by SDG.
It is submitted that the personnel of CRPF when deployed
outside their notional HQr, are entitled for Detachment
Allowance as per Rule 46 (c) of CRPF Rules, 1955. Presently all
units located in Delhi are outside their notional HQrs (Group
Centres) and are entitled for Detachment Allowances. On other
hand, personnel posted to PDG would not be entitled for
Detachment Allowance as KLP has been declared as New Delhi
vide MHA letter No. 27012/18/2009-PF-III dated 10/07/2013.
It is pertinent to submit that PDG is guarding the “Temple of
Democracy” in the Country, where the selected representatives
of the Nation regularly congregate including Hon’ble President of
India.
The Parliament is one of the most vital installation. It was only
after the attack on the Parliament during the year 2001, the
concept of constituting separate Parliament Duty Group took
place and JPC recommended of posts as well as PDG allowances
as mentioned above.
The PDG has been constituted specifically to ensure fool-proof
security for the Parliament and hence it is imperative that the
best lot is selected from CRPF to form part of PDG. It is also
essential that their legitimate financial incentives are taken care
of so that they can perform their duties with full devotion,
dedication and without mental stress. Hence they cannot be
put to financial discrimination vis-a-vis other troops deployed in
Delhi as this would have a demoralizing effect and prevent the
best to join the PDG.
It is also added that the members of similar other specialized
Force including SDG, SPG, NSG etc are getting specialized
allowance.
Based on above, a proposal for allowing Special Parliamentary
Duty Allowance @25% of basic pay + DA to 1378 personnel of
PDG at par with SDA admissible to SDG personnel was
submitted to MHA on 14/05/2012 which was initially not
considered by MHA. Finally, proposal was re-submitted to MHA
vide our U.O.Note dated 07/01/2014. MHA has further referred
the case to MoF. However, as advised by MoF vide their ID No.
13907/30/CF-3223708/2013-PF-1 dated 01/04/2014, the issue
has been referred to 7th Pay Commission vide MHA’s U.O. No.
II-27012/30/CF-3223708/2013-PF-1 dated 01/04/2014 with
copy to CRPF to pursue the issue with 7th CPC.
13.33 SPECIAL ALLOWANCE FOR COOKs AND SAFAI KARAMCHARIs
110
The CT (Cooks/Water Carrier) and Safai Karmachari’s are performing
work continuously for 24X7 days without any adequate break to rest.
The nature of their duty is such that their laxity or even minor
negligence can lead to crisis among troops, not only that they are
supposed to be highly punctual in execution of their tasks as and
when delay in food and cleanliness not only affect work schedules but
can also leads to health hazards and emotional turmoil.
Their
services are of great help to the fighting troops and they must be
compensated for their hard work, sincerity and dedication.
.
13.35 FAMILY SEPARATION ALLOWANCE
Since dependents and family members cannot live with force
personnel because of nature of deployment and lack of
accommodation, thus like any other services/organization the best
practices are to compensate by paying family separation allowance.
This is essentially required as –
·
Mostly CRPF personnel are on duty at sensitive place. They are
deployed for more than 10-12 hours requiring presence in night
and odd hours.
·
CRPF deployment is hostile and inhospitable areas.
·
Area which are too backward having no basic amenities or
health and educational facilities.
It is desirable that force personnel should be paid 10% of basic
pay as family separation allowance.
13.36 PROFESSIONAL UPGRADATION ALLOWANCES
If professional do not take improve and upgrade their knowledge and
skills regularly then their effectiveness will be reduced gradually. For
improving upon, professionalism personal interest is necessity. World
across, the armed service (including Army/IAF/Navy in India) and
other industries to motivate personnel they are paid an allowance on
completion of certain training/courses or on acquiring of professional
degrees/diplomas etc.
It is proposed that –
·
·
·
·
·
On completion of one year training/course
month.
On completion of 6 months training/course
month.
On completion of 3 months training/course
month.
On completion of 1 month training/ course
month.
On acquiring degree @ Rs. 2000/- per month.
13.37 ON-CALL ALLOWANCE
Rs. 5000/- per
Rs. 2500/- per
Rs. 1500/- per
Rs. 1000/- per
111
For the period when an officer/official is tasked/deployed in such a
way that they are suppose to make themselves available - on-call
allowance should be paid like other police organization like Scotland
Police etc.
On call is any predetermined operational requirement for an official to
be available, outside of their normal working hour, in a role defined
by the competent authority to attend or undertake duty where they
must remain continuously and immediately available and deploy for
work. When in operational area personnel are on duty round the
clock and there are no fixed hours. Even if personnel have just
concluded their duty which stretches upto 13-14 hours but even after
that they have to respond to any operational requirement.
An amount equivalent to 6 days salary in a month on being call
should be paid to such employees.
13.38 ANNUAL INCREMENT
Annual increment for all ranks may be uniformly granted at the rate
of 5% of basic pay rounded off to the nearest Rs.10. It should be
accruable on first of January each year irrespective of actual month of
promotion/Appointment.
13.40 DENIAL OF RISK ALLOWANCE ALONG WITH DETACHMENT
ALLOWANCE.
·
As recommended by 6th Pay Commission, Government of India
approved various Risk/Hardship based allowances to CPMF
personnel vide MHA (Police Finance Wing) OM No. II27012/56/2008-PF-I dated 16th April, 2008. It was much
needed, seeing the area of deployment and nature of duties of
CAPFs. But it has not benefited much, as Field area/Modified
field area allowances has been sanctioned with a rider that
CPMF personnel will have the option to draw existing package
of Compensatory allowances and Detachment allowances
or
the Risk/Hardship allowances. Accordingly orders regarding
admissibility and rate of various CRPF BNs were conveyed vide
Directorate General,CRPF letter No. A-I-4-Inst.-Accts-3 dated
11/03/2010.
·
It is submitted that Detachment allowance does not have any
relation with any Compensatory allowance or Field area
allowance. Compensatory allowances are area specific and
admissible to all Central Government employees seeing the
topography, connectivity, climate etc in that particular area,
whereas Field area/CI Ops allowances has been extended to
forces to compensate risk factors involved in their duties as
they are engaged in counter insurgency operations, border
security and other duties, directly related to nation’s security.
112
·
Detachment allowance is being given to CRPF as per Rule 46(C)
of CRPF Rules 1955 and under SR-51. Detachment allowance is
granted to CRPF personnel only as a compensation for being
away permanently from their declared Hqr. It is neither a
benefit nor an extra allowance, as while on detachment, we
have to sacrifice so many perks and facilities, which we would
have entitled at our Hqr, like Government quarter or HRA,
transport allowance and daily allowance as well, if have to move
out of Hqr (get daily allowance even move out from sphere of
duty of our detachment but for that also, CRPF personnel have
to lose detachment allowance). Besides that there are so many
complications in claims of transfer grant, LTC etc. Being at
detachment.
This is a unique feature with the CRPF as normally Hqr of units of
other forces is declared wherever they are deployed. So other forces
are already getting facilities and perks of being at Hqr as described
above, whereas units of CRPF are not getting those perks and
facilities. Only to compensate that, Detachment allowance is being
given to CRPF. So after the sanction of Risk allowance, other Forces
are getting it in addition to HRA, TPT allowance etc whereas CRPF
personnel have to lose Detachment allowance to get the Field Area
allowance. So ultimately CRPF personnel are in big financial loss
compared to other forces. This fact must be understood that Field
area/CI Ops allowance is not having any relation with admissibility of
Detachment allowance, for which CRPF personnel are already losing
so many facilities and perks. So Risk Allowance should be allowed to
draw along with Detachment allowance.
13.41 DENIAL OF RISK ALLOWANCE ALONG WITH SDA (NORTH
EAST)
Special duty allowance is admissible to units deployed in North East
region. It is admissible to all Central Government employees, to
compensate the tough life in North East region due to topography,
facilities, connectivity and infrastructure etc. Risk allowance has been
introduced to compensate the risk factor involved in the duties of
Forces and it is applicable to other areas as well, other than North
East. So Risk allowance and SDA should not have any co-relation, as
purpose of both the allowances is different. As per present
instructions, if somebody opts to draw the Field Area allowance then
he does not get a single penny extra, than the other areas of
deployment, to compensate the hardships of North East.
i.
It is also pertinent to mention here that, 6th Pay Commission
recommended these Risk based allowance to CPMF, without any
such rider, clearly mentioning that it should be given on the
lines of being given to Army. As per knowledge Field area
113
ii.
allowance is being given to Army in North East, in addition to
SDA.
Moreover, officers of All India Services are paid 25% extra of
their pay in North East and most of them remain located either
at state capital or Distt. Hqrs, whereas CRPF officers, who also
have all India Service liability and when posted to North East
Region remain, located at isolated places, have been deprived
of any such facility. Even very legitimate allowances are not
being given. If any CRPF officer opts to draw the Field Area
Allowance in North East (which is granted for the risk involved
in his duties) then he does not get anything as compensation
for being posted in North East, whereas GOI has extended so
many special facilities for N.E. There is no benefit of this
allowance, as for getting it CRPF officers have to lose Dett
allowance or Transport allowance, HRA etc and SDA as well.
Whereas on the other side, officers of Army deployed just
besides CRPF getting it along with SDA and Transport
Allowance. As all personnel of Battalions deployed J & K, NE and
LWE are suffering because of this order, so Risk allowance
should be allowed to be drawn along with SDA ( N.E) and other
allowances.
13.42 DENIAL OF TRANSPORTATION ALLOWANCE TO THE ERSONNEL
DEPLOYED IN FIELD AREAS
In CRPF the HQrs of unit is treated at the place, where Group Centre
to which that Battalion is affiliated, is located and the place where unit
is actually and physically deployed is treated as detachment. A person
in unit never goes to the so called HQr and has to stay at detachment
permanently for his complete tenure of posting. So he is performing
the duties actually at detachment only. Transportation allowance is
not admissible only in the case when a person remains out of his HQr,
on tour for a complete month, but the case of CRPF units is different
as it is neither tour nor attachment, but the person is permanently
placed at detachment due to requirement of his service there by
government. Any person of CRPF not remains at detachment at his
will, but it is the service conditions which compel him to remain
continuously at detachment and for him his battalion HQr remains the
permanent HQr except for granting the HRA, Transportation allowance
and transfer grant etc. So CRPF personnel should not be deprived of
this facility as they continuously remains at detachment, so personnel
of CRPF field units should also be given transport allowance as they
are permanently posted at detachment.
13.43 DENIAL OF SPECIAL COMPENSATORY ALLOWANCE
Personnel of CRPF units deployed in North East were not being given
various allowances applicable to North East region, on the grounds
that, their notional HQr was treated at the place of Group Centre to
114
which units are affiliated, to look after the provisioning and service
matters. After much persuasion Government of India vide MHA OM
No. A-1-3/Inst-Accts-3/PF-III dated 03/08/2005 agreed to grant
Special Duty Allowance (SDA) to the personnel of field units whose
notional HQr is located outside North East. On these lines other
allowance like Special Compensatory Allowance( SCA) should also be
granted, but it has been denied without any concrete reason whereas
personnel deployed in areas, covered under SCA, are actually and
physically working in that areas.
13.44 DENIAL OF COMPOSITE TRANSFER GRANT ON TRANSFER
FROM ONE UNIT TO ANOTHER, AFFILIATED
WITH SAME
GROUP CENTRE
In CRPF, generally 4 to 5 units are affiliated with one Group Centre to
look after the provisioning, housing and service matters of these
units. These units has nothing common except that their notional HQr
is treated at the place of Group Centre. These units even do not have
a single element of theirs at Group Centre and whole unit along with
office, store and complete man power remain posted somewhere else.
Even personnel never get a chance to go to the Group Centre ie. their
so called notional HQr. Whenever any personnel is transferred from
one such unit to another, he is denied all transfer benefits, even
composite transfer grant even though both the units may be posted
at a distance of 3000 Kms. If a person is posted in any unit, which is
treated as detachment away from so called HQr (Group Centre) or if
somebody is transferred from one such unit to another, it is all in
public interest and is the requirement of the government and
department, due to which services of a person is required at that
place. On transfer, a person has to move for thousands Kms with his
complete bag and baggage and households, so why he should be
denied of transfer benefits. It is not the sweet will of employee, but
he has to follow the government orders, as his services are required
at some other place, so why he should bear the expenses of
transportation of his personal effects? Otherwise also if somebody is
transferred within the same station, but if change of residence
involved, then he is entitled for a part of transfer grant. But in CRPF
even if one’s residence is being changed for even thousands Kms in
transfer from one filed unit to other, affiliated with same Group
Centre, then he do not get a single penny. So composite transfer
grant should be admissible in respect of the place where a person is
physically posted.
13.45 DENIAL OF COST OF TRANSPORTATION OF PERSONAL
EFFECTS ON TRANSFER FROM ONE UNIT TO ANOTHER.
In CRPF, field units are treated as detachment and the Group Centre
to which they are affiliated are treated as their notional HQr. Due to
the requirement of the government and department, in public
115
interest, at times personnel are transferred from one unit to another
and they are ordered to report directly to the unit and not the Group
Centre. So due to the orders, a person has to move from the place of
deployment of the unit to other unit directly to which he has been
transferred. It is neither his will nor he is allowed to go to the Group
Centre of relieving unit or to join at the Group Centre of the
transferred unit. But when he claims the cost of transportation of his
personal effects, then it is denied on the grounds that he has neither
touched his old HQr nor the new HQr. Even if somebody is transferred
from a static HQr to a field unit or from a field unit to some static
HQr, then also he is asked to restrict the claim from the place of old
HQr to the place of new Group Centre or vice-versa. As an individual
has been ordered accordingly, so he should be allowed to claim the
cost of transportation of personal effects from a place where he was
physically posted to the place of physical reporting.
116
C HA P T E R – 1 4
RE T I RE ME N T BE N EFI T S
14.1 REVIEW OF DEFINED CONTRIBUTORY PENSION SCHEME
The CAPFs are performing the role and duties under most
extraordinary conditions as compared to Civil and Defence Services.
This aspect has been amply highlighted in Chapters 3 and 5 of the
Memorandum. Therefore the issue of CAPF personnel recruited post
01/01/2004 being governed under the Defined Contributory Pension
Scheme(DCPS), is highly discriminatory and demoralizing, especially
when the role and duties assigned call for the highest form of sacrifice.
This would not only fail to attract the right talent but will also affect
the commitment, morale and motivation of the CAPF personnel.
Some more reasons as to why the New Pension Scheme should be
scrapped, are elucidated below:a)
The new scheme does not provide guaranteed Family Pension to
the dependant and disabled siblings. The new scheme does not
provide adequate social security even to the spouse and
dependant parents where death of the employee occurs in early
years of service. The Forces which face extremely high risk to
life in the working conditions in comparison to other civilian staff
of the govt. deserve it.
b)
The stress and strain of the job affects the health of the
personnel considerably and hence when they seek voluntary
retirement; they are generally not fit to secure jobs elsewhere.
c)
A recent survey conducted by the Force has revealed that only
4% of its personnel have been able to construct their own
houses.
d)
During the course of service, it is difficult for them to make any
savings due to the extra expenses they have to incur . They also
have no savings which could be invested to provide succour
during their post-retirement life. Their children are also not
capable of supporting them, because of their poor education and
earnings. A large portion of the family members continue to be
dependent upon them even after their retirement. The liability is
further enhanced because of the problem of marriage of
daughters, if any, and paucity of funds, non-recurring benefits
like Provident Fund, Gratuity etc., which an employee is entitled
to, gets already earmarked for meeting the liabilities which he
has in the form of marriage of children, house construction etc.,
and therefore this amount does not come to him as a resource
on which he can depend upon for investment and post
retirement security.
117
e)
f)
In a number of cases, the cash benefits likely to be available to
the CRPF personnel at the time of retirement stand mortgaged
towards the expenses already incurred for meeting social
obligations like marriage of daughters etc.
The rigors of the job make them patients of many ailments by
the time they retire which adds to the woes in their retired life.
They are required to spend more on medical treatment
compared to their counterparts from other services.
14.2 ENHANCEMENT OF AGE OF RETIREMENT OF PERSONNEL UPTO
THE RANK OF COMMANDANT FROM 57 YEARS TO 60 YEARS AT
PAR WITH THE PERSONNEL IN ASSAM RIFLES AND CISF
Assam Rifles and CISF personnel are retiring on attaining the age of
60 years as per provision contained in FR-56(a) and so also certain
sections of personnel like Medical/ Veterinary Officers in all CAPFs and
Law Officers in BSF. The officers of the level of Dy Inspector General,
Inspector General, and Addl DG (except IPS Officers) are proceeding
on retirement on superannuation on attaining the age of 60 years
whereas the officers upto the rank of Commandant in CRPF are being
retired on completion of 57 years. Since, CRPF personnel are also
governed by CCS (Pension) Rules-1972, provision of Superannuation
Pension on attaining the age of Superannuation as provided in FR- 56
(a) is also envisaged, hence it is recommended to enhance the existing
age of retirement upto the rank of Commandant in CRPF from 57 years
to 60 years uniformly. MHA vide their UO NO. 1.32014.1.2011Org(ITBP) dated 9.11.02 has also advised to place this demand before
7th Central Pay Commission.
14.3 PENSION
a)
The role of CRPF is to maintain Law & order and to assist the
states against insurgency, terrorism, Left Wing Extremism etc. A
high rate of Pension @ 60% of last pay drawn, may be
authorised to CAPF personnel on retirement/invalidation.
b)
Additional quantum of pension at the rates given below could be
entitled when the pensioner attains the age of 75 years in place
of existing age of 80 years:AGE OF PENSIONER
ADDL QUANTUM OF PENSION
75 years to less than 80 years
20 % of basic pension
80 years to less than 85 years
30% of basic pension
85 years to less than 90 years
40% of basic pension
118
90 years to less than 95 years
50% of basic pension
95 years to less than 100 years
60% of basic pension
100 years or more
100 % of basic pension
c)
The maximum pay in the Pay Band plus Grade Pay
of the
employee should be considered as the basic pay for determining
the pension irrespective of salary levels at the time of
retirement.
d)
One Rank One Pension (OROP) at par with Army personnel
should be allowed to all CAPFs personnel which would have
partially offset the enormity of neglect that CAPFs personnel
have been enduring so far.
14.4 FAMILY PENSION AND ENHANCED FAMILY PENSION
At present, Normal Family Pension @ 30 % and enhanced family
pension @ 50 % of last pay is admissible. Due to involvement of high
risk of life on account of the prevailing situation in J&K, NE Region and
LWE affected areas the Normal and Enhanced Family pension should
be increased from 30 % to 40% in the case of Normal family Pension
and from 50% to 60 % in the case of enhanced family pension.
14.5 GRANT OF LIBERALISED PENSIONARY BENEFIT
The mortality rate of CAPF personnel on account of exposure to risks,
stress and unhealthy as well as hazardous living conditions is
exceedingly high. The CASUALTY figures of CRPF are reflected in
Chapter-4.
Under the
Extra-ordinary Pension Rules, Liberalised Pensionary
Benefit is applicable only in cases where the personnel die while in
action in field areas if the causal connection so proves. The ambit of
Liberalised Pensionary Award (LPA) needs to be extended to cover all
those cases wherein death occurs on bonafide government duty, if the
causal connection of death to duty is adequately proved.
14.6 PROVISION OF ENHANCED DISABILITY PENSION
i)
Every person is physically fit when enrolled in the CAPFs. But if
he becomes disabled while discharging his duties before
completing 10 years of Service, he is invalidated out without
Pension and Compensation. The government should be morally
bound to compensate such individuals and their family by
providing appropriate pension any benefits irrespective of the
length of service.
119
ii)
In case the disability is beyond 50%, Disability Pension should
be allowed at full rate .
14.7 DEATH CUM RETIREMENT GRATUITY
The existing ceiling of Rupees ten lakhs on Retirement Gratuity may
be removed. The actual entitled gratuity i.e Last emoluments drawn x
Six monthly period / 4 should be authorised at the time of retirement
because the employee has earned the same and by doing so the effect
of inflation will also be taken care of.
14.8 COMMUTATION OF PENSION
a)
In the existing rules, commutation element of the pension is
restored to the pensioner only after 15 years. This is iniquitous
and needs to be restored after 12 years.
b)
Alternatively, government may consider giving advance of an
amount equivalent to the commuted value of pension to the
retiring employee which could be recovered as an annuity with
minimum interest till the amount and accrued interest are
recovered fully. This may be recovered from the pension payable
to the pensioner on a monthly basis.
14.9 LEAVE ENCASHMENT ON RETIREMENT
On retirement maximum 300 days leave encashment (EL and LHP) is
payable to all Central Govt. employees. On account of involvement in
CI & OPS duties, heavy deployment in LWE affected areas/ NE Region
and Election duties in various parts of the country, other unforeseen
contingencies CAPF personnel are often denied leave to maintain the
prescribed strength thereby loosing out on accumulation either as
Earned Leave cannot be amassed beyond 300 days. In order to make
up for the un-availed leave it is suggested that maximum limit of
Encashment of Earned Leave on retirement for CAPF personnel should
be enhanced from 300 days to 500 days (EL and LHP).
14.10 MEDICAL BENEFITS/COVER
The medical benefits available to retired Government employees and
their families do not really flow to them because they reside normally
in villages where CGHS network do not exists. It is, therefore,
proposed that a New Health Insurance Scheme may be introduced. It
is proposed that an option should be given to the retiring Government
employee either to take cover of CGHS or go for Medical Insurance. If
need be employee can be made to contribute a small amount on
yearly basis right from his induction in service towards the insurance
cover to be effective after retirement/death/invalidation etc.
120
14.11 EX-GRATIA
The present amount of Ex-Gratia of Rs 10 lacs for Category “A”, “B” &
“C” and Rs 15 lacs for category “D” & “E” in the contingency of death
needs to be increased to Rs 30 and 50 lacs respectively.
14.12 SEVERANCE PACKAGE
With no exit route available till completion of 20 yrs of service many
unwilling, disgruntled and unsuitable personnel continue to serve in
the CAPFs, which could have an adverse impact on the other personnel
as the responsibilities called upon to be discharged by them are
onerous and such elements could prove dangerous. Therefore the
option of an attractive Severance Package could be given in order to
weed out such personnel.
121
CHAPTER-15
CAPACITY BUILDING AND WORK IMPROVEMENT
15.1
TRAINING AND DEVELOPMENT
Training is an integral tool for augmenting professional
capacity of
Armed Forces and it needs to be further
strengthened and augmented in real terms (man power and
resource), which will in turn help CRPF in building a credible
resource base/work force for attaining organisational goals and
objectives.
15.2
TRAINING A CONTINUOUS PROCESS
In order to make the training purposeful and, it must be closely
related to the goals of the organisation and should be
undertaken in depth at all levels. This envisages intensive inservice training programme in the form of refresher,
orientation, specialised middle level and senior level courses,
besides the induction training of new recruits at different levels.
In the CRPF/CAPFs, the overall efficiency of an individual
depends not only on his knowledge and skills but also on his
ability to function in a group and to interact more effectively
with the people.
The higher the level of the officer, the greater will be the input of
managerial and conceptual skills required in their training
programmes. More and more such courses for middle
/supervisory and higher/senior supervisory level officers should
be arranged within and outside departmental training centres.
15.3
TRAINING AS PART OF CAREER DEVELOPMENT
Training, in forces, should be realistic in nature. It should be
relevant in today’s context with an eye on the future. Like All
India/Central service officers, CRPF cadre officers should also be
given adequate exposure and opportunity for their growth and
development in form of certain kinds of training and education in
reputed national and international institutions at the post-entry
or induction stage. Real education for holding or aspiring to
positions of higher leadership and responsibility
with
accountability can take place only when men have attained
sufficient maturity and a solid foundation of experience.
Therefore, every prospect of promotion must be linked with an
opportunity to improve and widen the abilities and intellectual
attitudes. At the same time, linking of in-service training
courses with various levels of higher responsibility with
accountability, would ensure better motivation and greater
effectiveness in the field so that the officers can contribute their
122
maximum to the organisation and society. In-service training
provides an opportunity to spend some time in retrospection and
study, to keep the men abreast of the most recent
developments in matters relating to their profession in a
changing world and to share their experiences with their
colleagues. It also helps them to develop a broader and more
understanding outlook towards their own work and that of
colleagues in order to attain a higher standard of performance
and efficiency.
Keeping above objectives in view, it is proposed to:i.
Conduct mid career training programmes in collaboration
with IITs, IIMs and other institutes of national and
international repute.
ii.
Such courses should be conducted in 02 phases: First
phase should be conducted in India and second phase of
minimum one (01) week duration to be conducted abroad.
iii.
Each officer should be made to undergo such course at
least once in 20 years of service and other in 30 years of
service.
15.4
ESTABLISHING POLICE ACADEMY AND COLLABORATION
WITH ACADEMIC INSTITUTIONS
Internal Security of our Country has features and problems
peculiar to themselves. Huge volume of literature is being
produced on subjects relevant to the police and security forces
but a lot remains wanted in the training scenario of security
forces. The only way in which studies of this kind can be
promoted in Police and security forces fraternity, is to have
collaborative arrangements with the universities or opening of
Police universities. Police University is an urgent need to focus on
crucial issues related to security, road safety, gender
sensitization, cyber crime and other related fields. This would also
assist in the development of a faculty and research staff in the
123
training institution concerned who would become increasingly
involved in studying our day to day problems. These
arrangements, if implemented, will assist in the establishment of
a channel of communication between the CRPF (and its training
institutions) on the one hand and the academic world on the
other, expose our people to modern concepts in training
methodology, help to capitalise on knowledge and skills
developed in other institutions and universities, develop training
materials and make the public aware of the work being done by
the police, thereby improving our image, perception and police
community relations.
It is further proposed that all specialised courses offered by
our training centres/academies should have accreditation /
certification of diploma/degree from Police University after
exercise a quality control over the training. This will in turn
help not only to motivate and strengthen our cadre and
further
our
organisation
but
also
in
resettlement/
rehabilitation of our work force, who retire prematurely due to
operational or administrative reasons. Besides it will also
lead to upgradation in the quality of the training in the
Training Centres of CRPF.
15.5
RESEARCH AND DEVELOPMENT
CRPF or CAPF do not pay much emphasis on research activities.
The inevitable result has been that our organisational
management is based on old ideas and practices, with very few
innovations based on the limited experiences of individual
members even while conditions relating to and around security
forces work have been changing fast. In order keep Forces
professionally vibrant and up-to date in their knowledge of
work problems, research should be considered to be one of their
basis functions.
The R & D in CAPFs should be properly augmented and
staffed to undertake certain amount of applied research so
that the hiatus between theoretical training and practical police
work may be eliminated as far as possible in an attempt to
provide answers to real life problems.
The field for research is vast. It involves commitment of
resources and is often a time-consuming process. But its
interdisciplinary
approach
and
research
will
promote
tremendous capacity and delivery in service.
15.6
ADOPTION OF INTEGRATED TECHNOLOGY
Science and technology have come to play an increasing role in our
124
day to day work. These have to be systemically integrated with
the organisation. Wireless communications, mobile and satellite
communications, GPS and GIS, motor vehicles, simulation in
training, engineering, forensic science laboratories, electronic data
processing etc needs specialised care and attention.
The
collaboration with academic institutions and universities will also
empower men of CRPF/CAPF have to have adequate knowledge
and understanding of these technologies to administer the
services and utilise them effectively for maximising operational
efficiency with a view to keep pace with the fast changing internal
security scenario of the country.
Our basic approach in stressing the importance of training and
education in security forces at all levels is to build a new
organisational and performance culture based on greater
professional competence, enriched job content, improved
inter-personnel as well as police-public relationships.
15.7
MODERNISATION
15.8
SEPARATE PAY COMMISSION FOR CAPFs
At present, the Pay Commission for Central Services considers
the requirement of CAPFs along with other Central Services. It is
proposed to have a separate pay commission for CAPFs as in U.K.
(Sheehy commission of 1993), a separate Pay Commission for
police personnel is constituted to look into all the aspects
concerning salary grades, after a thorough exercise of job
analysis and relate it to pay fixation. It is desirable that separate
Pay Commission may be constituted for Armed Force personnel
separately in future as the service conditions, responsibilities and
accountability of CAPFs is unique and need to be understood in
right perspective through a thorough study of all the CAPFs.
Alternatively, experts from CAPFs background and those familiar
with working and service conditions of CAPFs should to be
associated in the Pay Commission.
15.9
GRIEVANCE REDRESSAL MACHINERY FOR CRPF
It is high time to consider that a uniformed Force like CRPF
should be given the right for collective bargaining through certain
institutionalised machinery. All the same, grievances do exist at
intra-departmental level between the organizations and the public
as well as the organization and the Government. It is, therefore,
highly necessary that machineries capable of taking advance
notice of grievances by indicators rather than awaiting for their
precipitation, are set up. The CRPF personnel, therefore, require
a formal but far more effective forum at each level of the
125
organization for taking notice, expeditious redressing and
projecting their grievances to the next higher levels only if
necessary.
An institution consisted of eminent persons be formed to
constitute a committee for effective and responsive grievance
redressal.
15.10
WELFARE MEASURES FOR THE CRPF
Second Administrative Reform Commission in its 5th Report
on public order (2007) (Para 5.8) had categorically stated about
welfare measures which is self explanatory and reproduced below
to remind the government to implement it through pay
commission.
“Improvements in police performance are closely linked to the
morale of policemen, particularly of cutting edge functionaries,
which in turn depends on their working environment and service
conditions. Long working hours, tough working conditions,
mechanical nature of job, inadequate welfare measures and
insufficient housing means that the police officials are constantly
under pressure, sapping their morale and motivation. Radical
improvements in the recruitment, training, emoluments, working
and living conditions are essential to improve their morale,
reduce their frustration and increase their professionalism. Earlier
in the Report, recommendations have been made for raising the
qualifications for the entry level posts in police and undertaking
recruitment at a higher level than at present and for abolition of
the degrading orderly system. These combined with better
working conditions, improved promotion prospects and job
enrichment can go a long way towards improving morale and
performance. In addition, priority has to be given to welfare
measures such as better education for children, medical care,
housing etc. so that the there is an overall improvement in their
working and living conditions.”
90% manpower in CRPF being committed in field areas,
personnel are totally deprived of the basic amenities like
education of children, medical care and housing. Considering all
overall upliftment in the society, it is high time that the problems
related to education of children, medical and housing of
personnel in CRPF are addressed on priority.
126
SYNOPSIS OF MEMORANDUM
CHAPTER-1
CENTRAL RESERVE POLICE FORCE
INTRODUCTION
·
·
·
·
·
World’s largest & INDIA’s second oldest paramilitary force
Multidimensional force tasked to tackle the entire aspects of
internal security and assist states in law & order maintenance.
Specially trained & dedicated man power for specialized tasks
like Riot control (RAF), Jungle Warfare to counter Left Wing
extremism (CoBRA) & Disaster Management units as well as
Mahila BNs etc.
Men & women deployed in every part of country & abroad in UN
peacekeeping.
More than 80% deployment in high conflict zones /ops duty
under serious threat to life and amidst severehostilities
CHAPTER –2
·
·
·
·
·
Infantry Command Model
Ability to help public & local administration in all kinds of crisis
situation
Over 20% expansion in last 10 years
Still more than 6% vacancies
Versatile and diversified demography of Force Personnel and
strategic placement of Units / Institutions.
CHAPTER –3
·
·
·
ORGANISATION
CRPF – A PROFESSIONAL GROUP
Contributing over all in development of nation by maintaining
peace
CRPF men need to be treated as skilled and professional workers
as their recruitment, training & work profile requires them to be
so
CRPF men use discretion in difficult situations of varied nature
of so they are professionals and that’s too ready to make
supreme sacrifice for nation.
CHAPTER -4 WOMEN IN CRPF
·
·
CRPF is the first Para-Military Force to have Mahila Bn in 1986.
As on date there are 04 Mahila Bns.
127
·
·
·
·
·
·
·
·
·
RAF has component of Mahila.
As on date there are 5950 Mahila in CRPF.
CT(Mahila) Kamlesh kumari earned unique honour of being
awarded with Ashok Chakra for her gallant role during attack on
Parliament.
03 other Mahila awarded with Gallantry medal and 01 with Sena
medal.
Mahila Officers/other ranks deployed in high conflict zones.
Facing acute shortage of accommodation and proper basic
amenities in the field areas.
During maternity leave or earned leave they do not get ration
allowance.
No special leave/rest for miscarriage or other women specific
health issues.
Prayer to pay commission for enhanced leave and
allowance in recognition of their service to the nation.
Chapter-5 CONSIDERATION FOR DETERMINING SALARY FOR
CRPF
·
·
·
·
·
·
·
·
Fighting against most violent militancy’s in all three theatres
(J&K , LWE &NE)
Facing threat from own countrymen, who can’t be even termed
as enemy
Utmost respect to Human Rights up to the extent that saving
own life becomes last priority
Management of Riots & public
agitations efficiently and
protecting airports, Parliament, PM house/Office etc flawlessly
Always ready to get deployed anywhere, anytime even without
proper preparedness, logistic support and intelligence input to
counter all challenges before nation.
Representatives of Indian government & First responders across
more than thousand locations to manage disasters because of its
geographical spread and determination to save people.
Saviours of Democracy- For being impartial & politically
neutral we are playing the key role in free & fair elections
throughout the country.
A Trend Setter- Brought glory for the country by being the first
Force in the world to send women contingent to strife torn
Liberia when other countries refused to do so.
128
·
·
·
CRPF is facing almost 90% incidents of conflicts in country and
made supreme sacrifice of 630 men and 5765 got injured in the
path of duty during last ten years in internal strife - far more
than war casualties.
CRPF is working in sub-human conditions to such extent that it
has faced total 4894 deaths and 5866 injuries of its men in last
ten years. All these not only due to the action of the anti-social
elements, but also because of the need to operate in hostile
terrain and in difficult weather conditions which strain their
physical and mental resources to the breaking point. The high
incidence of suicides, mental disorders, T.B., Malaria, Heart
attack and Cancer cases proves the point.
Prolonged separation from family results in various problems
from infertility to divorce. Personal loss for national cause.
CHAPTER-6 : GRANT OF CRPF SERVICE PAY
·
·
·
·
·
·
·
CRPF has to carry out additional
works or suffer more
hardships (i.e. physical & emotional) in comparison to the
other normal services
Poor living conditions, prolonged & uncertain duty hours causes
stress
Multiple establishments, & additional telephone expenses
Exhausting service conditions of the CRPF having High mobility
that too with additional load & different dresses causes routine
hardship
Posting away from home requires extra expenditure on travelling
Absence from home give way to some extra expenditure to the
family for hiring services of domestic nature
There are so many other characters of this unique
CHAPTER –7 :
PAY SCALE OF GENERAL DUTY (NON- GAZETTED
OFFICERS) INCLUDING TRADESMEN
CONSTABLE
·
·
Performs a variety of jobs which not only requires training &
skill but also involve high amount of risk
Many times he has to deal with situations where he has to use
discretion as in case of VIP security, bomb diffusion or sniper
shooting etc.
129
·
·
·
·
·
·
·
No eight hours fix duty, he is supposed to be ready on a short
notice even when he is off duty.
His job demands not only physical exertion & mental toughness
but also a highest degree of discipline & commitment.
He possesses the knowledge of not only latest weapons,
equipments like GPS etc & tactics but also have the substantial
awareness about law & human rights.
Frequent change in place & nature of job is a unique feature of
his working.
Risk factor is highest.
He must be treated as a professional & not only a high skilled
worker.
Grant of two additional increments for arduous duties one
immediately on completion of basic training and another on
completion of probation period.
HEAD CONSTABLE
·
Lead field operations, Impart training & provide psychological
support to the men
·
Ensure maintenance of kote, store , mess and other
institutions.
·
Exercise judgment with regard to use of force under provisions
of the law.
SUBORDINATE OFFICERS
·
ASI is a first commander, commands section of 12 men.
·
SUB INSPECTOR is platoon commander commands 37
personnel.
·
He is involved in disbursement of mess cash; ensure proper
provisioning & administration of mess.
·
INSPECTOR- 2-I/C of a Company. Discharge all his duties in
his absence.
·
SUBEDAR MAJOR eyes and the ears of the Bn, a friend and
guide to all NGOs, heads regimental duties and link personnel for
execution of orders and various welfare measures.
CHAPTER-8 : PAY – GROUP ‘A’ OFFICERS (EXECUTIVE)
·
Group ‘A’ officers in CRPF are critical leaders who discharge
diverse duties of varying nature and magnitude like tackling
militancy and terrorism, countering extremism as well as VIP
130
·
·
·
·
·
·
·
·
·
·
security duties, disaster relief, election duty etc with
expectations of no failure.
Performance of the CRPF directly depends on the ability of the
officers to train, prepare and supervise men under their
command at very short notice, without resources for
mobilisation/infrastructure and desired operational inputs of
crisis situation.
The task, role and duties of an officer in CRPF are much more
difficult than any other service as most of the time they have to
work in crisis.
The intake of officers is at the level of Assistant Commandant by
UPSC, by promoting Inspectors and through LDCE(Limited
Departmental Competitive Examination).
Capacity to lead from the front
Job transparency and multiple accountability
Stress due to changing roles and hostilities faced during
deployment.
Officer is a higher value target for anti national forces to
demoralize force.
Managing crisis situations in spite of odds.
Absence of Organized Service resulted to acute acute
stagnation, frustration, disappointment, demotivation and high
attrition.
Suggested Awards .......
Service Pay - The specific problems faced by CRPF personnel on
account of arduous nature of duty, difficult and uncertain service
conditions and rigours of combatised life coupled with continuous
mobility with hardship and risk requires higher scale of Pay than
to civilian counterparts on the principal enunciated vide para
1.2.21 of 6th CPC Report.
a.
Non functional upgradation - NFU was extended only to
organised Group ‘A’ services, and Group ‘A’ officers of
CRPF having more rigours, hard and risky services
conditions deprived of the benefit of NFU though they are
facing severe stagnation.
b.
The benefits of DACP have been granted to the Medical
Officers of CRPF who form only an ancillary service in CRPF
and not to executive cadre which is main cadre in the
Force.
c.
Pay Scale of Second-In-Command
to be placed in PB-4.
131
d.
e.
f.
Non implementation
Commission
of
recommendation
of
6th
Pay
Recognition of Group-‘A’ executive officer as on
Organized Service
Specialized
/professional
courses
in
other
Countries/Organisation for proper growth and exposure
CHAPTER – 9 : MEDICAL CADRE
·
·
·
·
·
·
·
·
·
The Central Reserve Police Force has 628 Medical Officers and
2325 other Para-medical staffs with all India and overseas
liability.
CRPF has Four 100 bedded composite hospitals, 17 Composite
Hospitals with 50 beds, 07 (seven) Group Centre Hospital, 01
CTC (T&IT) & 10 CoBRA BNs with 20 beds & 13 Group Centres
Hospital, Nine RAF and three Mahila BNs with 10 bed hospital
and 207 Bn. having Medical Investigation Room with indoor
facilities ( 10 Bedded each ) spread all over the country.
The Medical Officers along with Para-medical staff are deployed
in the field and work shoulder to shoulder with the Force
personnel.
Restructuring of medical set up of CAPFs to make job attractive
enough to retain qualified doctors.
Para medical staff has bleak promotional avenues vis a vis their
civilian counterparts.
Additional professional duties performed by para-medical staff in
CRPF for example, a Pharmacist is functioning in various
capacities like Nurse, Dresser, Injection Room Assistant, Basic
Health Worker and closely assist the Recruitment Boards/Annual
Medical Examinations/ Participate in armed exercises, rescue and
rehabilitation Process during field operations, Annual Range
Classification Firing/ Instructional duties ,AME.
Anomalous pay fixation on combatisation of para-medical staff ,
bleak promotional avenues leads to in stagnation, frustration,
disappointment, demotivation and high attrition.
Prayer to the pay commission :The pay and allowances of Staff Nurse of various ranks in CRPF
should be at par with their counter parts serving in
CGHS/Defence
Hospitals
to
avoid
discontentment
and
dissatisfaction in terms of service and remuneration.
132
·
·
·
·
As applicable in Defence Services allowance should also be
extended to the Combatised Hospital Staff in CRPF.
Since there is huge difference between HPCA/PCA and Nursing
Allowance( Rs. 3,200/- + 25% increase whenever DA crosses 50
%), the rate of HPCA/PCA required to be increased from Rs.
1400/- to Rs.3000/- because both Nursing Staff and other Para
Medical staff perform equal amount of patient care as well as
nursing care to the Patients.
Special Pay and Allowances required to be extended to the Para
Medical Staff serving in SDG and PDG.
Promotional Avenues :- Govt. may consider organized cadre for
Para Medical Staff or consider granting non functional up
gradation to the Para medical staff or consider time scale
promotion i.e. MACP benefits at the stages of 8/16/24/32 years
instead of existing 10/20/30 years of service.
CHAPTER – 10 : SIGNAL & MINISTERIAL CADRE
·
·
·
·
One Signal Range, five Signal BNs and one CTC (T&IT) are
functioning under the administrative jurisdiction of IG (Works &
Communication), Directorate General.
Signal personnel are deployed in the field in almost all parts of
the country including Leh, Arunachal Pradesh and Andaman &
Nicobar Islands and work shoulder to shoulder with the Force
personnel.
Special allowance to ASI/SI (tech), ASI (RO/CRY) in signal
cadre.
Existing anomalies in pay scales/promotion grades of Signal &
Ministerial staffs vis a vis civilian counterpart need to be
resolved.
CHAPTER 11 : SPECIAL PAY/ALLOWANCE
·
·
Special Pay/allowance to the special appointees are granted for
additional tasks / responsibilities which are critical in nature
need meticulous planning and timely execution.
It is an incentive which work as great motivation to NGOs,
special appointee feels honored.
133
·
Such motivational
compensation.
scheme
may
continue
with
adequate
CHAPTER 12 : ALLOWANCES IN DIFFERENT GRIDS
·
·
·
·
·
·
Equal allowances for duty in hard areas.
Maximum peace time casualty of CAPF personnel.
Constant risk to life to CAPF personnel due to proxy war by the
enemy
CAPFs are also fall under the category of Armed force of the
Union.
Needs for remove of different criteria for granting of
compensation for similar conditions to different Organizations .
Deployment of CAPFs in Bordering areas and most violent
affected areas of J&k ,NES and LWE .
National Grid system for Risk and Hardship allowances.
·
·
CHAPTER
·
·
·
·
·
·
·
·
13
:
ALLOWANCES, BENEFITS
SERVICE CONDITIONS
AND
AMENITIES
Martyr status for CRPF personnel killed in action – It is an
honour for family and nation and small gesture of equality with
dead soldiers who sacrifices life for national cause.
Compassionate appointment to NOK/dependant of deceased
personnel in State services /Autonomous Departments and
removal of existing limit of 5% of vacancies for compassionate
appointments.
War widow status to widows of Martyrs of CRPF.
Grant of status of Ex-servicemen to CAPF personnel.
CRPF personnel should be permitted to form association for
making petition, prayer and pursuing their genuine grievances
and demands with official functionaries.
Timely career progression of officers and other ranks. The rankstructure is apparently obvious in Uniform services and thus
stagnation and lack of promotion in comparisons to other
services is highly frustrating, humiliating and demoralizing.
The benefits of organized services should be extended to CRPF
officers being Central Group-A service. The Force which puts
nation in order and ensures peace cannot be treated as
unorganized and denied benefits of organized services which is
so essential for their professional satisfaction.
CRPF personnel should be included in old pension scheme.
134
·
·
Better infrastructure and amenities in field area.
Second-in-Commands
very
often
officiate as Battalion
Commander and hence must be granted PB-4 (existing pay band
structure) due to their active and effective job profile.
·
Child Care Leave upto 365 days should be allowed to widower
Govt. employees.
ALLOWANCES
·
Proper and adequate medical care of family.
·
Children education allowance should be enhanced and be
admissible upto graduation with hostel subsidies. It is more
essential for Force personnel as they are not able to keep
families with themand guide their children.
·
Family Accommodation Allowance or HRA should be admissible
to all personnel who do not get family accommodation. This
should be admissible to Force personnel at the station of choice
since Force personnel are
frequently deployed at different
places at short notice
·
Additional LTC and Railway concessions are required to enable
avail leave frequently to meet family
to ameliorate long
separations from families and thus remain distressed on duty.
·
Ration Allowance should be admissible to all ranks as during
deployment / operational needs of all to be catered without any
discrimination.
·
Ration allowance should be admissible during all kinds of leave
also.
·
Force personnel should be granted uniform allowances. This will
improve their turn-out and de- engage huge man power and
resources.
·
Transport allowances should be admissible to all Force personnel
in true spirit of the recommendation of 6th pay commission.
·
Leave encashment limit should be enhanced to 500 days as
leave to Force personnel is frequently denied due to exigencies
of services. So present scheme is causing double loss for Force
personnel.
·
Force personnel should be granted additional 90 days leave to
compensate working on holidays, GHs , Saturday and Sundays
or additional two months pay if leave is denied. Medal allowance
should enhanced to make it an honorable allowance.
·
Graded field area allowances in extremist affected, hard areas
and other law & order sensitive area at par with all uniform
services /Armed Forces.
These allowances need substantial
135
·
·
·
·
·
·
·
·
·
·
·
·
·
·
·
increase for personnel working in naxal affected
and remote
areas.
Kit Maintenance allowance to officers should be enhanced to Rs.
1000/- per month.
Training allowances should be admissible to all trainers @ 30%
of pay.
Deputation allowance should be granted @ 20% of basic pay to
the personnel proceeding on outstation deputation .
Officiating allowance @ 10% of basic should be granted to the
officers officiating in higher capacity.
Facility of security aid which is essential for operational / admn
requirement of commanders should be restored.
Special allowance for personnel working in PDG.
Special allowance for Cooks/WC and safai karmachari for tedious
task they do 24 X 7.
General pool accommodation to all CRPF personnel deployed in
the field areas.
Family separation allowance need to be considered for the
personnel who are not able to live with their family.
Professional up gradation allowances to motivate personnel to
upgrade their knowledge, skills and attitude.
Annual increment should be @ 5% of pay.
Allowances should be admissible to all Force personnel without
linking it with their notional HQ.
Risk allowances should not be linked with detachment or any
other allowance.
Transport allowance should not be denied to Force personnel in
BN/field area.
Transfer grant should not denied to the Force personnel in the
name of notional HQ.
CHAPTER 14 : RETIREMENT BENEFITS.
·
Old pension scheme should be introduced for force personnel as
no body’s life is under threat more than ours and thus for
professional approach a soldier should not have any fear of
starving / neglected family upon making supreme sacrifice for
nation.
136
·
·
·
·
·
·
Death –cum-retirement gratuity ceiling of Rs. 10 lacs should be
removed.
Pension after 70 yrs, 80 yrs etc should be enhanced.
One rank and one pension scheme should be introduced.
Liberalized family pension for all those who are killed / dies on
duty necessarily be introduced.
Leave encashment on retirement should be enhanced to 500
days.
Medical cover / insurance and CGHS Scheme for all retiree.
CHAPTER 15: CAPACITY BUILDING AND WORK DEVELOPMENT
·
·
·
·
·
·
·
·
·
A challenge for Force as the dynamics of conflict changes too
quickly and Force bound by rules which instantly become
redundant do not get equipped or trained to cope up with
challenges.
Training endeavors get compromised due to exigencies of
services.
Exposure to courses, training opportunity abroad or at good
institutions is inadequate for CRPF personnel.
Police Academy need to be established and collaboration with
academic institution will enhance professional competence.
Research and development about tackling internal security
issues will reduce causality and injuries of CRPF personnel.
Modernization and introduction of integrated technology is
essentially and immediately required.
Grievance redressal mechanism is not adequate.
CAPF / CRPF representation in pay commission should be
considered.
Welfare aspects of Force personnel should be taken care of on
priority by the Government.
APPENDIX
CHART SHOWING THE GROWTH OF THE FORCE
PERSONNEL (IN THOUSANDS)
AND UNITS (IN NUMBERS)
350
Personnel (in thousand)
Units (in number)
300
248
250
200
248
186
186
2004
2005
260
260
263
196
196
196
2006
2007
2008
275
206
285
290
296
298
303
219
222
228
231
217
2010
2011
2012
2013
2014
167
150
130
107
100
76
60
84
50
1517
0
1965
1976
1986
1996
2009
APPENDIX
LEVEL OF STAGNATION IN VARIOUS RANKS OF GROUP- ‘A’ OFFICERS AS ON
1.1.2014.
(38.76%)
295
300
280
(11.15 %)
251
260
240
220
(64.39%
)
200
179
180
(49.83%)
Number of officers
160
148
140
120
100
80
60
(13.76%)
40
(11.78%)
20
19
2
0
IGP
DIGP
COMDT
2-I/C
DY.COMDT
A/C
APPENDIX
LEVEL OF STAGNATION IN VARIOUS RANKS OF MINISTERIAL CADRE AS ON
1.1.2014.
(54.73%)
1173
1200
1100
1000
900
800
Number of Personnel
700
600
(69.42%)
500
411
(86.81%)
400
272
300
200
(36.08%)
(76.28%)
(87.69%)
100
70
74
57
INSP (STENO)
INSP (HT)
0
SM (MIN)
INSP (MIN)
SI (MIN)
CT (DAFTRY)
APPENDIX
LEVEL OF STAGNATION IN VARIOUS RANKS OF SIGNAL CADRE AS ON 1.1.2014.
9.76%
N
U
M
B
E
R
O
F
742
750
700
650
600
550
500
450
400
P
E
R
S
O
N
N
E
L
350
300
239
250
(11.55%)
190
200
(39.04%)
150
123
100
(40%)
50
2
21.1%
(10.15%)
23
26
14
ASI (T)
ASI(C)
16.47
(66.66%
34
(83.63%)
(24.49%)
46
7
0
SI (T)
SI (RF)
SI(C)
SI (RO)
ASI (RF) ASI (RO) HC (RO) HC (RF)
HC (C)
APPENDIX
LEVEL OF STAGNATION IN EXECUTIVE NON GAZETTE OFFICERS AS ON 1.1.2014.
Volume
120000
(63.46%)
110712
110000
N
U
M
B
E
R
O
F
100000
90000
80000
70000
60000
P
E
R
S
O
N
N
E
L
50000
40000
30000
20000
(25.73%)
10000
7247
(28.60%)
(34.85%)
(36.18%)
4077
2649
220
0
SI(TECH)
HC(GD)
HC(TECH)
CT(GD)
CT(TECH)
APPENDIX
LEVEL OF STAGNATION IN VARIOUS RANKS OF MEDICAL CADRE(NGO) AS ON
1.1.2014.
500
Volume
80%
448
N 450
U
M
B 400
E
R 350
O
F
300
56%
250
P
E
R
S
O
N
N
E
L
225
200
45%
150
150
75%
90
100
63%
50
26
38%
50%
19
23
100%
82%
28
14
100%
5
0
SM/AM INSP/WS
SI/FSN
SI/PH
ASI/PHY
ASI/PH
ASI/LT
HC/XRAY
CT/NA
W/B
APPENDIX
EXISTING/SUGGESTED PAY SCALES
RANK
EXISTING PAY EXISTING SUGGESTED PAY SUGGESTED
BAND
GRADE PAY
BAND
GRADE PAY
CONSTABLE
HEAD CONSTABLE
ASSTT. SUB INSPECTOR
SUB INSPECTOR
INSPECTOR
SUBEDAR MAJOR
ASSTT. COMDT.
DY. COMMANDANT
SECOND-IN-COMMAND
COMMANDANT
DIG
IG
ADG
SDG
DG
5,200-20,200
5,200-20,200
5,200-20,200
9,300-34,800
9,300-34,800
9,300-34,800
15,600-39,100
15,600-39,100
15,600-39,100
37,400-67,000
37,400-67,000
37,400-67,000
67,000-79,000
75,000-80,000
80000/-(FIXED)
2,000
2,400
2,800
4,200
4,600
4,800
5,400
6,600
7,600
8,700
8,900
10,000
-
15,600-60,600
15,600-60,600
15,600-60,600
29,900-1,04,400
29,900-1,04,400
29,900-1,04,400
46,800-1,17,300
46,800-1,17,300
46,800-1,17,300
1,12,200-2,01,000
1,12,200-2,01,000
1,12,200-2,01,000
2,10,000-2,25,000
2,25,000-2,30,000
2,40,000/- (FIXED)
6,000
7,200
8,400
12,600
13,800
14,400
16,200
19,800
22,800
26,100
26,700
30,000
-
Note :- i) Projected Band pay and Grade pay using uniform multiplying factor of “3”.
ii) The minimum and maximum ratio is about 1:12.8
PROPOSED
SERVICE
PAY
6000
6000
12000
12000
12000
12000
18000
18000
18000
18000
18000
18000
18000
18000
18000
APPENDIX
SPECIAL PAY ATTACHED TO VARIOUS NON-GAZETTED POSTS
IN THE CRPF IS GIVEN BELOW
Sl. RANK/NAME OF THE
No. POST
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
SI/RO
SI/CRYPTO
SI (MT)
SI (ADJT)
SI(QM)
HC/RO
HC/CIPHER
HC (BQMH)
(Now upgraded as ASI (QM)
HC (CQMH)
HC (CHM) (Now upgraded
as ASI (ADJT)
HC (INSTRUCTOR)
HC (ARMR)
HC (BHM)
CT (STOREMAN)/(TECH)
CT (BUGULAR)
INSPECTOR (RO)
INSPECTOR (RADIO TECH)
INSPECTOR(CRYPTO)
SI/T
ASI/T
ASI/RO
ASI/C
ENHANCED SPL. PROPOSED
PAY AFTER 6TH SPL. PAY
PAY
COMMISSION
320
960
320
960
240
720
240
720
240
720
320
960
320
960
080
240
080
080
240
240
160
160
080
080
040
-
480
480
240
240
120
960
960
960
960
960
960
960
APPENDIX
COST OF UNIFORM ITEMS OF GROUP “A” OFFICERS
SL.
NO.
NOMENCLATURE
NO.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Barrette Cap
Badge Cap/Pagri
Badges Rank (Metal)
Badges Rank (Cloth)
Belt Sam brown (leather)
Belt Vest Web
Boot Ankle Brown
Book Oxford Brown
Canvas PT Shoes
Pagri Khaki (6 meters)
Shirt Khaki (Twill)
Shirt
Khaki
(Terry
Cotton)
Shirt White (Terry Cotton
half sleeve) for PT
Socks
Woolen/Nylon
Khaki
Short
White
(Terry
Cotton)
Singlet White
Steel Trunk
Towel Hand
Trouser
Khaki
(Terry
Cotton)
Trouser Khaki (Twill)
Water Bottle Complete
Whistle Cord
Whistle
Pant White
Blazer Navy Blue
Pant Woolen Steel Gray
Shirt White Terry Cotton
(Full sleeve)
Tie (Navy Blue)
Tunic (Terry Cotton)
Long Suit
Total
2
2
2 (sets)
2 (sets)
2
2
1 (Pair)
2 (Pair)
2 (Pair)
2
1
3
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
PERIOD OF APPROXIMATE APPROXIM
SERVICE COST OF EACH ATE COST
ABILITY IN
ARTICLE/ FOR SEVEN
YEARS
SET
YEARS
DURATION
2
120
840
7
40
80
7
100
200
7
60
120
7
400
800
7
200
400
3½
1400
2800
3½
1200
4800
½
500
9000
2
480
3360
3½
400
800
3½
700
4200
4
3½
600
4800
4
2
100
1400
4
3½
600
4800
4
2
2
3
1
7
2
3½
120
1000
300
900
840
2000
2100
5400
1
1
2
2
2
1
1
2
3½
3½
2
7
3½
7
7
3½
400
300
80
80
900
4000
2000
900
800
600
560
160
3600
4000
2000
3600
2
1
2
7
14
7
300
10000
10000
600
10000
20000
94,660
Other items out of many:
Like the following; which are obligatory; would add to the burden to an officer, Scarf CRPF,
Woollen Scarf, Cane, Pistol Holster, DJ Suit Tunic Woollen, Brief Case, items of Regimental
Dinner, Boot Oxford Black, various games kit, name tables, ribbons for medals etc.
On going through the above, it could be seen that total expenditure which an officer has to
incur on uniform articles during a period of 7 years come to Rs. 94,660 only.
ATTRITION DATA SINCE 2006
Sl.
RANK
01
IGP
02
DIGP
03
COMDT
04
2-I/C
05
DC
06
AC
07
INSP
08
SI
09
ASI
10
HC
11
CT
TOTAL
2006
3
10
13
38
126
39
1546
1066
2841
2007
03
04
18
24
74
19
818
745
1705
2008
01
05
03
13
13
36
118
54
1142
898
2283
2009
02
09
20
40
186
85
2617
1130
4089
YEARS
2010
01
08
19
54
210
74
2111
1176
3653
TOTAL
2011
01
05
01
02
15
20
60
241
77
2108
1341
3871
2012
01
16
30
84
149
101
3992
1613
6035
2013
02
01
22
42
65
226
248
2613
1357
4576
2014
02
08
26
70
62
673
452
1293
2
10
10
9
99
183
427
1400
759
17620
9778
30346