I N D E X [crpf.nic.in]crpf.nic.in/writereaddata/images/pdf/737315.pdfit is having three NDRF battalions to provide specialized response during management of calamities and disasters.

I N D E X

Chapter Number

Contents Pages

From To 1 Introduction 01 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 Retirement benefits 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

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.

J&K AREA LWE AREA NE AREA

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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,

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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. 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, anti-militant, anti-insurgency duties and to bring grave riotous situations under control.

ii. To provide assistance to states and UTs in relief and rescue operations and disaster management in the event of natural calamities.

iii. To develop organizational systems, processes and skills within CRPF to make Bns/Coys more effective.

iv. To co-ordinate with Central/State Government to ensure optimum utilization of the Force.

v. 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.

vi. To advise Central/State Governments in dealing with internal security/ law and order problems.

1.8 In 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.

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• 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.

1.9 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.)

2.2

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.

STRENGTH

YEAR

BATT

ALI

ON

S

GRO

UP

CEN

TRES

SIG

NAL

BN

S

BASE

/

CO

MPO

SIT

E

HO

SPI

TAL

RAN

GES

SEC

TORS

ZO

NAL

H

QRS

DIR

ECTO

RATE

G

ENER

AL

1939 1 - - - - - - - 1948 2 - - - - - - 1960 10 - - - 2 - - - 1962 14 - - - 2 - - - 1965 17 - 1 - - - - - 1967 24 - 1 1 4 1 - - 1968 46 15 3 1 6 2 - 1 1971 60 15 3 1 8 3 - 1 1983 71 18 3 3 13 4 - 1 1985 84 18 4 3 14 4 - 1 1988 94 19 5 3 14 5 - 1 1990 104 19 5 3 18 7 - 1 1991 124 19 5 3 25 11 - 1 1994 130 30 5 3 31 11 - 1 2000 136 30 5 3 31 13 - 1 2002 149 30 5 3 35 13 - 1 2003 171 30 5 3 39 13 - 1 2004 186 33 5 3 46 14 - 1 2006 196 37 5 4 46 15 - 1 2009 206 40 5 4 48 16 4 1 2010 217 40 5 4 48 18 4 1 2011 219 41 5 4 49 19 4 1 2012 222 41 5 4 42 22 4 1 2013 228 41 5 4 43 22 4 1 2014

231 41 5 4 43 22 4 1

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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)

Sl. No Category 2004 2014

1. Executive Force 221220 2,90,818

2 Followers 18044 -

3 Ministerial Staff 7723 9,579

4 Para-Medical Staff (including Gazetted ranks)

1703 2,933

TOTAL 2,48,690 3,03,330 (+22 %)

2.5 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

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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.

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ii) 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.

iii) 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

Vacancy

1. GOs (Executive) 4130 251

2. GOs (Ministerial) 216 011

3. GOs (Medical) 628 144

4. NGOs (Executive) 286688 17188

5. NGOs (Ministerial) 9363 1029

6. NGOs (Medical) 1325 223

Total 303330 18846

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.

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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.

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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 to- i. 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.

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 tune with general good practices and to reflect the actual work done.

v. Police Officers should not be compared to manual workers: Policing is a profession.

3.5 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

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4. Fire Fighting 5. Map Reading 6. Field Craft & Tactics

c) 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.

d) 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 Peace-Keeping 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

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tactics etc with the versatility to adopt and respond to the different tactics used by the adversaries.

ii. It is significant that legal powers are most commonly exercised by the officers at the lowest ranks due to needs of the hour.

iii. The law vests in the members of our Force a high degree of individual discretion, irrespective of rank and length of service.

iv. CRPF personnel face acute demands when they have to occasionally take operational command in public order incidents and emergencies.

v. CRPF personnel are expected to exercise control in highly sensitive, dangerous and mostly explosive situations with high risk to themselves.

vi. 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-to-day interface between the Force and the public takes place. The perception and assessment of the service comes from such encounters.

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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.

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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

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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.

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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.

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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 .

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• 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.

5.2 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

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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.

5.3 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.

5.4 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

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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.

iv. 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/ NATURAL DEATH

INJURED

2004 476 230 2005 457 259 2006 290 338 2007 305 249 2008 474 997 2009 649 639 2010 571 1940

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2011 507 211 2012 525 305 2013 455 597 2014 UPTO 30/04/2014

185 101

Total 4894 5866

Our personnel suffer casualties 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.

Figures for 2009-2014 given below would be revealing:- Suicides - 328 Psychiatric cases - 001 T.B. Cases - 033 Malaria Cases - 102 Heart attack/Cardic disease - 602 Cancer - 231

5.7 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.

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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.

b) 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.

c) 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.

d) 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.

e) 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.

f) 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.

g) 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.

h) 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.

i) 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.

5.8 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

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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

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Canvas/ huts without any consideration to basic privacy of a normal person.

b) 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) Nearly 90% of the Force personnel maintain more than one establishment. This causes considerable strain on the meagre financial resources of the individual.

b) 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.

c) Frequent travel on duty/leave entails other expenditures as well by way of damages/loss of luggage, other contingent expenses etc.

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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.

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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.

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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

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replacement (both of which are neither predictable nor in hands of troops).

ii. 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.

iii. 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.

iv. 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.

v. 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.

vi. 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.

vii. 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.

viii. 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

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temporary duties the work requirements are such that one has to carry different kinds of uniforms, shoes and equipments.

ix. People need to maintain different dresses as required by the service conditions which need to be compensated. The Kit & maintenance allowance is not enough.

x. 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.

xi. 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.

xii. 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.

xiii. 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.

xiv. 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

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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

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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.

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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:-

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:-

1. Subedar Major/Inspectors 3139 2. Sub Inspectors 8562 3. Asstt.Sub Inspectors 16047 4. Head Constables 36393 5. Constables 189798 6. Constable (Cook) 7035 7. Constable (WC) 4269 8. Constable (SK) 4501 9. Constable (BB) 2193 10. Constable (WM) 2637

Total 274574

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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”.

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• 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 -

Ø Act expeditiously in a crisis situation; Ø 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.

7.7 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.

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 OF A CRPF CONSTABLE – PAST, PRESENT AND FUTURE

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 Para-Military Forces. Probably, the need for professionalism was not keenly felt at that time. The nature and functions of CRPF have changed considerably during

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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 well-known 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 to- i. 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, Mess Commander and post commander.

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

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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)

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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

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viii. Deputy Commandant ix. 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.

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vii. Drawal and disbursement of pay and allowances and maintaining connected books of accounts.

viii. Provisioning. ix. Closely supervise the Coy’s camping and messing arrangements, besides,

meeting recreational and welfare needs. x. 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.

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ix. Liaise with State authorities in respect of all matters concerning Group Centre and attached Battalions.

x. Exercise disciplinary powers including judicial powers. xi. Supervise training of recruits and In-Service Courses. xii. 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.

xiii. They have to plan and execute operations at the highest level. xiv. 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.

xv. 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.

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c) Opportunities to proceed on deputation for wider exposure and experience.

d) 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.AB-14017/64/2008-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 TOTAL NO. OF POSTS

NO. OF OFFICERS STAGNATING IN THE RANK AFTER COMPLETION OF REQUIRED SERVICE

PERCENTAGE OF STAGNATION

IGP 17 2 11.78%

DIG 138 19 13.76%CO 297 148 49.83%

2-I/C 278 179 64.39%DC 761 295 38.76%

iii. 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.

iv. 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.

v. 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 of service

Medical officers in CRPF

Other services/IPS

CRPF officers

10 years 2IC/JAG, PB-III, GP- Rs. 7600/-

JAG, PB-III, GP Rs. 7600/-

DC/STS, PB-III, GP Rs. 6600/-

13 years CO/SG, PB-IV, GP- Rs. 8700/-

SG (STATED TO DECOME DIG), PB-IV, GP Rs. 8700/-

DC/STS, PB-III, GP Rs. 6600/-

16 years CO/SST, PB-IV, GP- Rs. 8900/-

DIG/SST, PB-IV, GP Rs. 8900/-

2IC/JAG, PB-III, GP Rs. 7600/-

20 years DIG/SAG, PB-IV, GP- Rs. 10000/-

IG/SAG, PB-IV, GP Rs. 10000/-

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.1/21022-Pers-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.

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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 in CAPFs is 9458 as per split up details given below :-

DG = NIL ADsG = 02 IsG = 24 DIsG = 510 COMDTS. = 840 2ICs = 636 DCs = 2345 ACs = 5101 TOTAL = 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 = 5 SPL.DG = 5 ADsG = 10 IsG = 44 DIsG = 68 TOTAL = 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 = 41 ADsG = 133 IsG = 336 DIsG = 487 Total = 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. 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.

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. 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.”

iii. 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.

iv. 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.

v. 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 COURT

HIGH COURT

CAT SUBORDINATE COURT

MACT TOTAL

80 3961 21 383 148 4593

PART-II

SL. NO SUBJECT/NATURE OF CASE TOTAL NO. OF PENDING CASES

1. Dismissal/Removal 1292 2. Termination 782 3. Invalidation 178 4. Transfer 139 5. Promotion/Seniority 191 6. Pension 225 7. Compassionate appointment 117 8. Land Cases 657 9. Criminal 067 10. MACT 148 11. Recruitment 361 12. Others/Misc. 436

Total 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 over-emphasized.

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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 NO

GRADE OF HOSPITAL

No. OF HOSPITAL

FOR THE ESTABLISHEMNT

01 100 Bedded Hospital 04 3 BH and one CH 02 50 Bedded Hospital 17 17 GCs 03 20 Bedded Hospital 18 08 GCs + 10 COBRA Bns 04 10 Bedded Hospital 32 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

05 M.I Room 207 M.I Room with indoor facilities in all duty BNs.

b) THE PRESENT SET UP OF MEDICAL OFFICERS IN CRPF

FORMATION MOs/ SPECIALISTS

DENTISTS/ MATRON

TOTAL

Directorate General 3 - 3 9 RAF Bns @ 1 each 9 - 9 10 CoBRA @ 3 each 30 - 30 198 GD Bns @ 1 each 198 - 198 4 Unattached Mahila Bns @ 2 each

8 - 8

60

C) BREAK-UP OF POSTS

S/No. POST RANK No. OF POSTS

1. Director (Medical ) IG 1 2. Supdt. 100 Bed CH IG 4 3. Supdt. 50 Bed CH DIG 17 4. MO to CMO (SG) AC to

Comdt 602

5. Matron Matron 04 Total 628

9.6 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

1 SDG Bn. @ 1 1 - 1 CIAT/SVP/ISA/SLR @ 1 each for 04

4 - 4

2 CTC and 5 RTCs RTC @ 2each 14 - 14 17 Nos 50 Bed CH 221 17 238 4 Nos 100 Bed CH MO @ 18 each,Dentist and Matron @1each

68 8 76

8 Nos 20 Bed Hospital in existing GCs @ 2 each

16 - 16

13 Nos 10 Bed Hospital in new GCs @ 2 each

24 - 24

1PDG @2 02 - 02 1Dog School Taralu(Vet) @3 03 - 03 1 CTC(T&IT) @2 02 - 02 Total 603 25 628

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 co-located 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 PROPOSED MEDICAL & PARA MEDICAL STAFF

RTC, Neemuch Neemuch(M.P.) Medical Officer -02 Para-Medical Staff -18

RTC, Avadi Avadi(Chennai) -do- RTC, Peringom Peringom(Kerala) -do- RTC, Srinagar Hummuma(J&K) -do- RTC, Rajgir Rajgir(Bihar) -do- RTC, Latur Latur(Maharastra) -do- RTC, Amethi Amethi (UP) -do- RTC, Jodhpur Jodhpur (Raj) -do- CTC, Neemuch Neemuch(M.P.) -do- CTC, Coimbatore

Coimbatore(Tamilnadu) -do-

CTC, Nanded Nanded (Maharastra) -do- CTC, Gwalior Gawalior (MP) -do- ISA,Mount Abu Mount Abu(Raj) -do- CIAT, Silchar Haflong (Assam) -do- CIAT, Shivpuri Shivpuri (MP) -do- CIAT, Chittor Chittor (A.P.) -do- 3rd Signal BN Kolkata(W.B.) -do- 5th Signal BN Chandigarh(U.T.) -do-

62 GROUP CENTRE

1. 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.

2. 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 GC Allahabad 50 14 -do- 03 GC Ahmedabad 50 14 -do- 04 GC Bhopal 50 14 -do- 05 GC Bilaspur 50 14 -do- 06 GC Sindri 50 14 -do- 07 GC Muzeffarpur 50 14 -do- 08 GC Bhubneswar 50 14 -do- 09 GC Nagpur 50 14 Approved

as 50 Beds CH

10 GC Pune 50 14 -do- 11 GC Banglore 50 14 -do- 12 GC Chennai 50 14 -do- 13 GC Pallipuram 50 14 -do- 14 GC Imphal 50 14 -do- 15 GC Silchar 50 14 -do- 16 Station Hosp. GC

Neemuch 50 14 -do-

17 Station Hosp. GC-I Ajmer

50 14 -do-

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18 CH Jammu 100 18 Approved as 100

Beds CH 19 CH Hyderabad 100 18 -do- 20 CH Guwahati 100 18 -do- 21 CH New Delhi 100 18 -do- Total 310

9.7 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-cum-restructuring 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. 5/16/2006-E.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

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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.

v. 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).

9.8 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

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been sanctioned in Duty Battalions, the Pharmacists are required to attend to their duties in addition.

c) 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.

d) 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.

e) 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.

f) “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 Non-Functional Up Gradation to the next higher grade having grade pay of Rs. 4200/- in the pay band PB-2”.

g) 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.

h) 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

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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.

i) 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-I-5200-20200 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 Sub-Inspector 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:

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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. Suggestions Justification 01.

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

Considering the qualifications, the responsibilities/duties and commitments they need to be adequately remunerated in terms of Pay and Allowances as

SL.

NO.

NON-

COMBATISED

POST IN

CIVIL

SCALE OF

COMBATISED

POST

SCALE OF CIVIL POST

01. SI/FSN 9300-34800 +4200 GP

9300-34800 +4600 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.

02. ASI/ PHARM-ACIST

5200-20200 +2800 GP

5200-20200 +2800

As per Department of Expenditure, OM No. 1/1/2008-ICdated 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.

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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. 27012/26/2010-PF.III dated 18/06/2010 needs to be implemented for the combatised nursing cadre in CRPF.

applicable to the Nursing Cadre in CGHS Hospitals.

02. 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 non-functional up gradation to the next higher grade having grade pay of Rs. 4200/- in the pay band PB-2. 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

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

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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

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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.

03. 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.

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.

04. As applicable in Defence Services allowance should also be extended to the Combatised Hospital Staff in CRPF.

05. 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

Same justification as given against Sl.No. 2 above.

06 HPC/PCA Before the implementation of Sixth CPC recommendations, HPCA /PCA was being sanctioned to all Group ‘B’ & ‘C’(including Sub-Inspector-Pharmacist/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

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‘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. 27012/26/2008-PF.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,

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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:

iv. 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

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.

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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

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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. 27011/57/97-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

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Pers & Trg OM No.4/6/2008-Estt.(Pay-II) dated 01/10/2008. The categories are:-

Sl.No. Rank Remarks 01. Inspector(Comn) Uniformly to BSF, CRPF, ITBP &AR 02. SI/Radio operator -do- 03. SI/Cipheroperator -do- 04. HC/RO -do- 05. HC/Cipher -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.

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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/-,

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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 PRE-REVISED SCALE

REVISED PAY SCALE/BAND

GRADE PAY/ REMARKS

1 Sr. PS 7500-12000 9300-34800 (PB-2)

4800/-

2 JAD 7450-11500 -do- 4600/- 3 AO 6500-10500 -do- 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.

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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 non-combatised 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 9300-34800+GP.

4600

‘B’ (GO)

9300-34800+ GP.5400/-

However, one post of Asstt. Director (Official Language) Group-‘A’ Non-

Combatised 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.

ii. 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

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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 de-combatised 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

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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.

v. 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.

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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 non-gazetted 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

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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.

(B) 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 recommended by the 3rd 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

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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.

iv. 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.

iv. 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/-

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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. Rank Remarks 01. Inspector(Comn) Uniformly to BSF, CRPF, ITBP &AR 02. SI/Radio operator -do- 03. SI/Cipheroperator -do- 04. HC/RO -do- 05. HC/Cipher -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

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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. SI/RO 320 2. SI/Crypto 320 3. SI (MT) 240 4. SI (ADJT) 240 5. SI(QM) 240 6. HC/RO 320 7. HC/CIPHER 320 8. HC (BQMH) (Now upgraded as ASI (QM) 080 9. HC (CQMH) 080 10. HC (CHM) ( Now upgraded as ASI (ADJT) 080 11. HC (INSTRUCTOR) 160 12. HC (ARMR) 160 13. HC (BHM) 080 14. CT (STOREMAN)/(TECH) 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.

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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.

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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.

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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 Indo-Bangladesh 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.

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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 RATES OF COMPOSITE RISK / HARDSHIP ALLOWANCE

Difficulty in terms of working/living conditions

Risk to life

Altitude and remoteness

1. Congenial Low risk Plain or Well connected

NIL

2. Moderate Moderate risk

Medium altitude or less remote or both

• 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

3. Hostile Sensitive High altitude or remote or both

If the place of posting meeting any two conditions – 40% of basic pay

4. Very hostile Highly sensitive

Very high altitude or remote or both

If the place of posting meeting any one condition – 50% of basic pay

92 Note :-

i. Basic pay means - Pay in the running Pay Band + Grade Pay ii. 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.

iii. The composite risk/hardship allowance should be income tax free. iv. Above rates may be applicable upto the level of DIsG deployed in these

locations. v. Compensation for officers above the level of DIsG may be considered @

10% of the basic pay uniformly, if deployed in these locations. vi. Civilians posted/serving in these locations may be allowed 50% of the above

rates. vii. DoP&T may notify the districts/States based on above categorization for

sanctioning allowances as per proposed rates.

12.13 DETAILS OF ALLOWANCES DRAWN BY THE FORCE PERSONNEL IN DIFFERENT THEATRES

SL NO

RANK AND BASIC PAY ONLY FOR CoBRA PERSONNEL

J&K/NES/LWE (Risk Allowance)

ONLY IN NES

CoBRA ALLOWANCE

CI(Ops) FAA

CI(Ops) MFAA

SDA

1. Commandant (37400+8700 = 46100)

16800 (36.44%)

11700 (25.37%)

9000 (19.52%)

5763 (12.5%)

2. Second-in-Command (21900+7600 = 29500)

16800 (56.94%)

11700 (39.66%)

9000 (30.50%)

3688 (12.5%)

3. Deputy Commandant (18750+6600 = 25350)

16800 (66.27%)

10800 (42.60%)

8310 (32.78%)

3169 (12.5%)

4. Asstt. Commandant (15600+5400 = 21000)

10800 (56.94%)

9450 (45.00%)

7260 (34.57%)

2625 (12.5%)

5. Inspector (12540+4600 = 17140)

10800 (51.42%)

8100 (47.25%)

6240 (36.40%)

2143 (12.5%)

6. Sub Inspector (9300+4200 = 13500)

8400 (62.22%)

8100 (60.00%)

6240 (46.22%)

1688 (12.5%)

7. Asstt. Sub Inspector (8560+2800 = 11360)

8400 (73.94%)

8100 (71.30%)

6240 (54.92%)

1688 (12.5%)

8. Head Constable (8440+2400 = 10840)

8400 (77.49%)

5400 (49.81%)

4140 (38.19%)

1355 (12.5%)

9. Constable (8070+2000 = 10070)

8400 (83.41%)

4500 (44.68%)

3450 (34.26%)

1355 (12.5%)

NOTE:-

1. CI (Ops) MFAA - CI (ops) Modified Field Area Allowance 2. CI (Ops) FAA - CI(Ops) Field Area Allowance

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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

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desire for the word or the categorization, but about the respect and honour that is long overdue to the CRPF personnel.

Martyrs honoured – RD 2014Kirti Chakra

PPMGBhrigu Nandan Chaudhary

Santosh Kr. Singh Ugrasen Tripathi

PMG

Only force to get gallantry medalsduring RD 2014Sixteen gallantry medals

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 ‘Ex-servicemen’. 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-

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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;

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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)

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,

l. RANK YEARS 2006 200 2008 200 201 2011 2012 201 2014

1. IGP - - - - 01 01 - - - 2. DIGP - 03 01 - - 05 01 - - 3. COMD - - 05 02 - 01 - 02 -

4. 2-I/C 3 - 03 - - 02 - 01 - 5. DC 10 04 13 09 08 15 16 22 02 6. AC 13 18 13 20 19 20 30 42 08 7. INSP 38 24 36 40 54 60 84 65 26 8. SI 126 74 118 186 210 241 149 226 70 9. ASI 39 19 54 85 74 77 101 248 62 10. HC 1546 818 1142 261 2111 2108 3992 2613 673

11. CT 1066 745 898 113 1176 1341 1613 1357 452

TOTAL 2841 170 2283 4089 3653 387 6035 4576 1293

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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

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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.

vi. 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

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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-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.

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

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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. Cost of proposed Group health insurance cover for each

personnel and his family members is borne by the Govt. ii. 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.

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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

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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.

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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

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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.

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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

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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.

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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

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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.

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• 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

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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 Rs. 5000/- per month.

• On completion of 6 months training/course Rs. 2500/- per month.

• On completion of 3 months training/course Rs. 1500/- per month.

• On completion of 1 month training/ course Rs. 1000/- per month.

• On acquiring degree @ Rs. 2000/- per month. 13.37 ON-CALL ALLOWANCE

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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. II-27012/56/2008-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.

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• 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

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allowance is being given to Army in North East, in addition to SDA.

ii. 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

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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

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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.

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CHAPTER – 14

RETIREMENT BENEFITS

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.

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e) 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.

f) 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. 1.32014.1.2011-Org(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

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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.

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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.

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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.

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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 in-service 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

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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

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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

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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

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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.

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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 ORGANISATION

• 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 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.

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• 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.

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• 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.

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• 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

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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.

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d. Non implementation of recommendation of 6th Pay Commission

e. Recognition of Group-‘A’ executive officer as on Organized Service

f. 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.

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• 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.

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• Such motivational scheme may continue with adequate compensation.

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 AND AMENITIES

SERVICE CONDITIONS

• 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 rank-structure 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.

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• 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

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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.

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• 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)

15

76

107

167

248 248260 260 263

275285 290 296 298 303

17

60

84

130

186 186196 196 196

206217 219 222 228 231

0

50

100

150

200

250

300

350

1965 1976 1986 1996 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Personnel (in thousand)

Units (in number)

APPENDIX

LEVEL OF STAGNATION IN VARIOUS RANKS OF GROUP- ‘A’ OFFICERS AS ON 1.1.2014.

2

19

148

179

295

251

0

20

40

60

80

100

120

140

160

180

200

220

240

260

280

300

IGP DIGP COMDT 2-I/C DY.COMDT A/C

Num

ber o

f offi

cers

(11.78%)

(13.76%)

(49.83%)

(64.39%)

(38.76%)

(11.15 %)

APPENDIX

LEVEL OF STAGNATION IN VARIOUS RANKS OF MINISTERIAL CADRE AS ON 1.1.2014.

70

411

74 57

1173

272

0

100

200

300

400

500

600

700

800

900

1000

1100

1200

SM (MIN) INSP (MIN) INSP (STENO) INSP (HT) SI (MIN) CT (DAFTRY)

Num

ber o

f Per

sonn

el

(36.08%)

(69.42%)

(87.69%)

(54.73%)

(86.81%)

(76.28%)

APPENDIX

LEVEL OF STAGNATION IN VARIOUS RANKS OF SIGNAL CADRE AS ON 1.1.2014.

123

223

239

26 1434

190

742

746

0

50

100

150

200

250

300

350

400

450

500

550

600

650

700

750

SI (T) SI (RF) SI(C) SI (RO) ASI (T) ASI(C) ASI (RF) ASI (RO) HC (RO) HC (RF) HC (C)

(39.04%)

(66.66%(83.63%)(10.15%)21.1%

(40%)

16.47

(11.55%)

(24.49%)

NUMBER

OF

PERSONNEL

9.76%

APPENDIX

LEVEL OF STAGNATION IN EXECUTIVE NON GAZETTE OFFICERS AS ON 1.1.2014.

220

7247

2649

110712

4077

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

110000

120000

SI(TECH) HC(GD) HC(TECH) CT(GD) CT(TECH)

Volume

NUMBER

OF

PERSONNEL

(36.18%)

(25.73%)

(34.85%)

(63.46%)

(28.60%)

APPENDIX

LEVEL OF STAGNATION IN VARIOUS RANKS OF MEDICAL CADRE(NGO) AS ON 1.1.2014.

26 19

150

23 14

448

28

5

225

90

0

50

100

150

200

250

300

350

400

450

500

SM/AM INSP/WS SI/FSN SI/PH ASI/PHY ASI/PH ASI/LT HC/XRAY CT/NA W/B

Volume

45%

63% 38% 50%82%

80%

100%100%

56%

75%

NUMBER

OF

PERSONNEL

APPENDIX

EXISTING/SUGGESTED PAY SCALES

RANK EXISTING PAY BAND

EXISTING GRADE PAY

SUGGESTED PAY BAND

SUGGESTED GRADE PAY

PROPOSED SERVICE

PAY CONSTABLE 5,200-20,200 2,000 15,600-60,600 6,000 6000 HEAD CONSTABLE 5,200-20,200 2,400 15,600-60,600 7,200 6000 ASSTT. SUB INSPECTOR 5,200-20,200 2,800 15,600-60,600 8,400 12000 SUB INSPECTOR 9,300-34,800 4,200 29,900-1,04,400 12,600 12000 INSPECTOR 9,300-34,800 4,600 29,900-1,04,400 13,800 12000 SUBEDAR MAJOR 9,300-34,800 4,800 29,900-1,04,400 14,400 12000 ASSTT. COMDT. 15,600-39,100 5,400 46,800-1,17,300 16,200 18000 DY. COMMANDANT 15,600-39,100 6,600 46,800-1,17,300 19,800 18000 SECOND-IN-COMMAND 15,600-39,100 7,600 46,800-1,17,300 22,800 18000 COMMANDANT 37,400-67,000 8,700 1,12,200-2,01,000 26,100 18000 DIG 37,400-67,000 8,900 1,12,200-2,01,000 26,700 18000 IG 37,400-67,000 10,000 1,12,200-2,01,000 30,000 18000 ADG 67,000-79,000 - 2,10,000-2,25,000 - 18000 SDG 75,000-80,000 - 2,25,000-2,30,000 - 18000 DG 80000/-(FIXED) - 2,40,000/- (FIXED) - 18000

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

APPENDIX

SPECIAL PAY ATTACHED TO VARIOUS NON-GAZETTED POSTS IN THE CRPF IS GIVEN BELOW

Sl. No.

RANK/NAME OF THE POST

ENHANCED SPL. PAY AFTER 6TH

PAY COMMISSION

PROPOSED SPL. PAY

1. SI/RO 320 960 2. SI/CRYPTO 320 960 3. SI (MT) 240 720 4. SI (ADJT) 240 720 5. SI(QM) 240 720 6. HC/RO 320 960 7. HC/CIPHER 320 960 8. HC (BQMH)

(Now upgraded as ASI (QM) 080 240

9. HC (CQMH) 080 240 10. HC (CHM) (Now upgraded

as ASI (ADJT) 080 240

11. HC (INSTRUCTOR) 160 480 12. HC (ARMR) 160 480 13. HC (BHM) 080 240 14. CT (STOREMAN)/(TECH) 080 240 15. CT (BUGULAR) 040 120 16. INSPECTOR (RO) - 960 17. INSPECTOR (RADIO TECH) - 960 18. INSPECTOR(CRYPTO) - 960 19. SI/T - 960 20. ASI/T - 960 21. ASI/RO - 960 22. ASI/C - 960

APPENDIX

COST OF UNIFORM ITEMS OF GROUP “A” OFFICERS

SL. NO.

NOMENCLATURE NO. PERIOD OF SERVICE

ABILITY IN YEARS

APPROXIMATE COST OF EACH

ARTICLE/ SET

APPROXIMATE COST

FOR SEVEN YEARS

DURATION 1. Barrette Cap 2 2 120 840 2. Badge Cap/Pagri 2 7 40 80 3. Badges Rank (Metal) 2 (sets) 7 100 200 4. Badges Rank (Cloth) 2 (sets) 7 60 120 5. Belt Sam brown (leather) 2 7 400 800 6. Belt Vest Web 2 7 200 400 7. Boot Ankle Brown 1 (Pair) 3 ½ 1400 2800 8. Book Oxford Brown 2 (Pair) 3 ½ 1200 4800 9. Canvas PT Shoes 2 (Pair) ½ 500 9000 10. Pagri Khaki (6 meters) 2 2 480 3360 11. Shirt Khaki (Twill) 1 3 ½ 400 800 12. Shirt Khaki (Terry

Cotton) 3 3 ½ 700 4200

13. Shirt White (Terry Cotton half sleeve) for PT

4 3 ½ 600 4800

14. Socks Woolen/Nylon Khaki

4 2 100 1400

15. Short White (Terry Cotton)

4 3 ½ 600 4800

16. Singlet White 4 1 120 840 17. Steel Trunk 2 7 1000 2000 18. Towel Hand 2 2 300 2100 19. Trouser Khaki (Terry

Cotton) 3 3 ½ 900 5400

20. Trouser Khaki (Twill) 1 3 ½ 400 800 21. Water Bottle Complete 1 3 ½ 300 600 22. Whistle Cord 2 2 80 560 23. Whistle 2 7 80 160 24. Pant White 2 3 ½ 900 3600 25. Blazer Navy Blue 1 7 4000 4000 26. Pant Woolen Steel Gray 1 7 2000 2000 27. Shirt White Terry Cotton

(Full sleeve) 2 3 ½ 900 3600

28. Tie (Navy Blue) 2 7 300 600 29. Tunic (Terry Cotton) 1 14 10000 10000 30. Long Suit 2 7 10000 20000 Total 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 YEARS TOTAL 2006 2007 2008 2009 2010 2011 2012 2013 2014

01 IGP - - - - 01 01 - - - 2 02 DIGP - 03 01 - - 05 01 - - 10 03 COMDT - - 05 02 - 01 - 02 - 10 04 2-I/C 3 - 03 - - 02 - 01 - 9 05 DC 10 04 13 09 08 15 16 22 02 99 06 AC 13 18 13 20 19 20 30 42 08 183 07 INSP 38 24 36 40 54 60 84 65 26 427 08 SI 126 74 118 186 210 241 149 226 70 1400 09 ASI 39 19 54 85 74 77 101 248 62 759 10 HC 1546 818 1142 2617 2111 2108 3992 2613 673 17620 11 CT 1066 745 898 1130 1176 1341 1613 1357 452 9778 TOTAL 2841 1705 2283 4089 3653 3871 6035 4576 1293 30346