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Monday, 4 April 2016

CSD Canteen facility to Defence Family Pensioners

CSD Canteen facility to Defence Family Pensioners – DDGCS letter issued on 10.3.2016

Grant of Canteen Facilities to the Family Pensioners of Retired Defence Civilians: DDGCS letter Annexure-I Integrated HQ of MOD (Army) Quartermaster General’s Branch Dy Dte Gen Canteen Services Wing-III, West Block-III, RK Puram New Delhi – 66

No. 95350/Q/DDGCS/POLICY/15/2016 10 Mar 2016 GRANT OF CANTEEN FACILITIES TO THE FAMILY PENSIONERS OF RETIRED DEFENCE CIVILIANS

1. Further to this HQ letter No. 96301/Q/DDGCS/Policy dated 12 Aug 2015.

2. Govt of India, MoD vide letter No. 8(14)/2015 dated 04 Mar 2016 has extended Canteen facilities to family pensioners of retired Defence Civilian employees.
The procedure for processing of application will be as per this Dte letter No. 96301/Q/DDGCS/Policy dated 12 Aug 2015. The applicant must write Family Pensioner of retired defence civilian on the application form.

3. All HQ are requested to disseminate this letter to all Fmns/Units/URCs in their jurisdiction.

sd/- (MP Varghese)
Col OIC Smart Card Cell Canteen Services For DDGCS

Source: http://www.aimesccgdea.org/index.php

Proposals on Child Care Leave (CCL) and Maternity Leave

-DOPT No. 13018/1/2014-Estt(L)

Government of India Ministry of Personnel, Public Grievances and Pensions Department of Personnel & Training Old JNU Campus, New Delhi 110 067 Dated: 01.04.2016

OFFICE MEMORANDUM
Subject-Proposals on Child Care Leave (CCL) and Maternity Leave - Reg.

This is regarding proposals on the subject of Maternity Leave and CCL that are under consideration in this Department. In this connection, a workshop was held in DoPT on 28.01.2016 with the stakeholder Departments on the following issues and the consensus emerged as follows:

(a) Maternity/CCL in case of surrogacy: There is no provision at present for any kind of Leave for surrogate/commissioning mothers. It is proposed that 180 days maternity leave may be granted to the surrogate as well as commissioning mothers, in case either/both of them are Government servants. The commissioning mother also requires time for bonding with her child and to take care of him/her and hence would also become eligible for Child Care Leave. Paternity Leave may also be granted in case of surrogacy.

(b) Age Limit for CCL in case of disabled children: It is proposed that the age limit for CCL in case of disabled children needs to be done away with since the requirement of parental care may be more/stronger when the disabled child grows older. It may therefore be allowed to provide for CCL in the case of disabled children the ‘disability’ being clearly defined by the Ministry of Social Justice Empowerment - without any age limit provided the maximum CCL that can be availed remains within the ceiling of 730 days.

(c) Leaving HQ/availing LTC while on CCL: At present leaving headquarters or availing LTC are not permissible during CCL. The underlying intent of CCL is to allow care of up to two children whether for rearing or to look after any of their needs like examination, sickness etc. Thus, it is not restricted to exam and sickness alone. Taking care may also include ensuring their rest and recreation and towards that objective leaving headquarters or availing LTC can be allowed. It is thus proposed that the employees may be permitted to leave headquarters/avail LTC while they are on CCL, provided clearances from appropriate competent authorities are taken while proceeding on foreign travel.

(d) CCL minimum for at least five days: Vide this Department O.M. No.13018/6/2013-Estt.(L) dated 5t June, 2014 the stipulation of the requirement of minimum period of 15 days’ CCL has been removed. It is now proposed to introduce a minimum period of five days of CCL i.e., CCL henceforth may not be granted for less than 5 days.

2. Comments on the above proposals are solicited please.
(Mukul Ratra) Director

Source:http://ccis.nic.in/WriteReadData/CircularPortal/D2/D02est/13018_1_2014-Estt.L-01042016.pdf

How to print CGHS Card on your own ?

How to print CGHS Card on your own ? –

Step by Step procedure to get your CGHS Card printed through the CGHS official website cghs.nic.in CGHS has published an OM detailing the procedure to take hard copy of ID cards by the beneficiaries.
F.No. Z.15025/1/2016/DIR/CGHS Govt. of India Ministry of Health and Family Welfare Directorate General of CGHS Nirman Bhawan, New Delhi-110011. Dated: 31st March, 2016.

OFFICE MEMORANDUM

Subject: Self-printing of CGHS Card This is with reference to the above subject.

2. CGHS is pleased to announce a new initiative by which its beneficiaries can now print their own cards at their convenience. This facility for self-printing is applicable for those beneficiaries whose CGHS membership has already been approved by the concerned Additional Director.

3. The steps involved in printing of the card are given below: Visit CGHS portal cghs.nic.in Click ‘Beneficiary Login’ Enter Beneficiary ID and Password, and sign in. In case the beneficiary does not have a password or has forgotten it, then click on ‘Generate Password’ and follow the instructions. Click ‘Print Card’ for the beneficiary whose card needs to be printed. Enter the One Time Password (OTP) sent on registered mobile. Click ‘Print CGHS Card’ A message will appear on the screen requesting to take a coloured printout and get the card laminated. Click ‘OK’ Download or open the CGHS card in PDF format. Print the CGHS card using Print command.

4. The introduction of this facility may kindly be given due publicity.
(Dr. D.C. Joshi)
Director, CGHS

Download CGHS OM F.No. Z.15025/1/2016/DIR/CGHS dated 31.03.2016

7th Pay Commission Report – Areas which require Revision / Modification by Empowered Committee

7th Pay Commission 7th Pay Commission Report – Areas which require Revision / Modification by Empowered Committee as per Staff Side demands – Minimum Pay, Fitment Formula, Annual Rate of Increment, Date of Effect, Ratio between Minimum Pay and Maximum Pay, Fixation of Pay on Promotion etc.

After 7th Pay Commission formed in February 2014, staff side JCM consisting of members who are also office bearers of various staff organisations had submitted detailed memorandum to the Commission and suggested the quantum of Minimum Pay, Fitment Formula, Annual Rate of Increment, Date of Effect, Ratio between Minimum Pay and Maximum Pay, Fixation of Pay on Promotion etc., for taking in consideration by 7th Pay Commission in its recommendations. However, many of the demands of the staff side were not favourbly considered by the 7th Pay Commission in its recommendations.  Now, Staff Side have been impressing upon Empowered Committee, the need for rectification / modification / revision of many of retrograde recommendations of 7th Pay Commission We provide here a brief of the areas with respect to which Staff Side members will have to demand for revision / modification of the recommendations of 7th Pay Commission.

1. Minimum 7th Pay Commission Pay and Ratio between Minimum and Maximum Pay: 7th Pay Commission has proposed a basic pay of Rs. 18000 as minimum entry pay in Central Government Service (Pay of MTS). However, Staff Side JCM is of the view that as per approved methods such as Dr.Aykroyd Formula, minimum pay in Central Government Service should be Rs. 26,000. Checkout the article on determination of minimum pay by 7th Pay Commission Click here Staff Side JCM’s method for determination of minimum Pay

2. Date of Effect and Fitment Formula: Staff Side JCM had put forth before 7th Pay Commission that uniform fitment formula / multiplication factor of 3.7 to be applied while fixing the basic pay of existing employees. With regard to Date of effect of 7th Pay Commission pay and allowances, members representing staff side submitted before 7th CPC that Central Government Employees are due for pay revision every ten years and that in order to rectify the delay in implementation of pay commission award in the past, the present pay commission award has to be given effect from 1st January 2014. Contrary to Staff Side JCM’s suggestions, 7th Pay Commission has fixed the fitment formula / multiplication factor as 2.57. While mere merger of DA with existing pay in pay band and Grade pay would require a multiplication factor of 2.25, 7CPC proposed fitment formula / multiplication factor of 2.57 would result in increase in basic pay to an extent of 14.22% only. Hence, convincing 7th CPC empowered committee for a higher multiplication factor / fitment formula would be the foremost concern of Staff Side JCM. As far as date of effect of 7th Pay Commission award is concerned, the commission has not accepted the suggestion of Staff Side. It has observed that since the previous pay commission was given effect from 1st January 2006, the present pay commission award will have to be made effect only from 1st January 2016. 7th Pay Commission Report on Date of Effect and Fitment Formula Click here for Staff Side JCM’s justification for Date of effect of 7th Pay Commission with effect from 01.01.201 and fitment formula

3. Annual Rate of Increment and Date of Increment: Staff JCM in its memorandum before 7th Pay Commission suggested that since most of the PSUs including the banking industries provide the incremental rate at 5% and over a period of time it raised the salary level of the personnel, rate of annual increment for Central Government Employees will have to be fixed at 5%. Further, uniform date of increment prescribed by the 6th CPC resulted in many anomalies, Staff Side JCM submitted that two specific dates as increment dates, Viz. 1st January and 1st July will have to be introduced. Those recruited/appointed/promoted during the period between 1st January and 30th June will have their increment date on 1st January and those recruited/appointed/promoted between 1st July and 31st December will have it on 1st July next year. Also, staff side required that those who retire on 30th June or 31st December are granted one increment on the last day of their service, since they serve the entire one year of service required for an increment as on the date of retirement Recommendation of 7th Pay Commission on the rate of increment: In spite of valid argument of staff side for recommending annual increment rate of 5%, 7th Pay Commission has not made revision in annual increment and Promotional increment which have been recommended at the rate of 3% of basic pay. Proposed Pay Structure and Annual Rate of Increment – Staff Side JCM Memo to 7th Pay Commission 7th Pay Commission recommended Annual Rate of Increment and pay fixation on promotion

4. Scrapping of NPS: Staff Side JCM is of the view that New Pension system (NPS) has to be scrapped and all the employees who have joined in Govt Servic on or after 01.01.2004, are to be brought to defined pension scheme. However, 7th Pay Commission observed that the NPS will have to be continued; that Govt should frame necessary law / Policy for proper investment of NPS fund in Equity and that a strong grievance redressel will have to be formed to serve NPS employees. NPS related recommendations of 7th Pay Commission

5. Transport Allowance: With regard to Transport Allowance, Staff Side JCM presented the demand that if at all Transport allowance is meant to defray transport charges then low paid employees ought to have been paid higher transport allowance then higher level officers as they only travel from long distances to reach office. Hence, it was suggested by Staff Side that uniform transport allowance be paid irrespective of level of the cadre Pay RangeX class citiesother places Up to Rs.75,000Rs. 7500 plus DARs. 3750 plus DA However, 7th Pay Commission has not modified the structure of Transport allowance on the basis of pay level. The existing DA on Transport Allowance has been proposed to be merged. The new rates of Transport Allowance suggested are as follows Pay Level Higher TPTA Cities (₹ pm) Other Places (₹ pm) 9 and above7200+DA3600+DA 3 to 8 3600+DA1800+DA 1 and 2 1350+DA900+DA

6. MACP: It has been demanded by Staff Side JCM that five hierarchical promotions to be granted under MACP. Presently only 3 financial upgradations either in the form of promotion or time bound financial upgradation to next grade pay are being ensured under MACP. Click here for demand of NC, Staff Side JCM relating to MACP 7th Pay Commission has not made any proposal for revising the number of upgradations under MACP which is three at present. With regard to the benchmark for performance appraisal for MACP as well as for regular promotion, 7th Pay Commission has recommended that in the interest of improving performance level, the same has to be enhanced from ‘Good’ to ‘Very Good.’ 7th Pay Commission has also noted that introduction of more stringent criteria such as clearing of departmental examinations or mandatory training before grant of MACP can also be considered by the government. Withholding Annual Increments of Non-performers: 7th Pay Commission has proposed that employees who do not meet the laid down performance criterion should not be allowed to earn future annual increments. The Commission has proposed for withholding of annual increments in the case of those employees who are not able to meet the benchmark either for MACP or a regular promotion within the first 20 years of their service. Checkout 7th Pay Commission’s recommendations on MACP

7. House Building Advance: Staff Side JCM had demanded for increasing the advance to 50 times of the Salary and fixing the rate of interest not more than 5%. As per 7th Pay Commission’s recommendations, 34 times of Basic Pay OR Rs.25 lakh OR anticipated price of house, whichever is least can be availed as House Building Advance. The requirement of minimum 10 years of continuous service to avail of HBA has been proposed to be reduced to 5 years. If both spouses are government servants, 7CPC has proposed that HBA should be admissible to both separately. Existing employees who have already taken Home Loans from banks and other financial institutions would be allowed to migrate to this scheme, as recommended by 7CPC.

8. Children Education Allowance: Suggestions of Staff Side: Presently the allowance is admissible for two children, for studying in a recognised school up to XII standard. The maximum ceiling is stipulated at Rs.18000/- since this allowance had been hiked by 50% because of the DA component in salary having been crossed 100% on 1.1.2014. It is suggested that doubling of this allowance and increasing the same by 50 % whenever the DA crosses over by 50% Further, it has been suggested that the CEA scheme may be extended to cover children studying for Graduate/Post Graduate and Professional courses. 7th Pay Commission’s recommendations on Children Education Allowance: CEA (₹ pm)1500×1.5 = 2250Whenever DA increases by 50%, CEA shall increase by 25% Hostel Subsidy (₹ pm)4500 x 1.5 = 6750 (ceiling)Whenever DA increases by 50%, Hostel Subsidy shall increase by 25% 7th Pay Commission has not accepted the Staff Side’s demand that CEA to be applicable for children beyond class 12.

9. HRA: House Rent Allowance suggested by Staff Side JCM X classified cities60% Y classified towns40% Z classified/unclassified places 20% House Rent Allowance recommended by 7th Pay Commission Population of Cities/Towns Class of Cities/Towns HRA rates as % of Basic Pay (including MSP and NPA) 50 lakh and above X 24 50–5 lakh Y 16 Below 5 lakh Z 8 HRA when DA crosses 50% Population of Cities/Towns Class of Cities/Towns HRA rates as % of Basic Pay (including MSP and NPA) 50 lakh and above X 27 50–5 lakh Y 18 Below 5 lakh Z 9 HRA when crosses 100% Population of Cities/Towns Class of Cities/Towns HRA rates as % of Basic Pay (including MSP and NPA) 50 lakh and above X 30 50–5 lakh Y 20 Below 5 lakh Z 10 Click here to read JCM’s suggestions for HRA to be recommended by 7th Pay Commission Click here to read 7th Pay Commission’s recommendations on HRA

10. LTC: Staff Side JCM demanded the following as far as Leave Travel Concession applicable to Central Government Employees is concerned
1. Permission for air journey for all categories of employees to and from NE Region.
2. Permission for personnel posted in NE Region for a journey within NE Region.
3. To increase the periodicity of the LTC once in two years.
4. Explore the possibility of allowing an employer to undertake tour outside India once in a service career in lieu of the LTC. 7th Pay Commission Report on LTC: It could be found that suggestions of Staff Side JCM such as increasing the frequency of All India LTC, permission for air travel for all categories of employees in respect of NE Region etc., were not discussed in the report of 7th Pay Commission. The proposal to split hometown LTC has been considered and it is recommended that splitting of hometown LTC should be allowed in case of employees posted in North East, Ladakh and Island territories of Andaman, Nicobar and Lakshadweep. Also, it is obsered by 7th Pay Commission that LTC to foreign countries is not in the ambit of this Commission. Click here to read Staff Side JCM suggestions on LTC Click here to read 7th Pay Commission’s report on LTC

11. Gratuity: Suggestions of Staff Side JCM: Staff Side JCM suggested that in respect of gratuity payable to employees ceiling of 16.5 times and the quantum limit of Rs. 10 lakhs should also be removed. It was pointed out that in the banking industry there is no such ceiling of 16.5 months‟ salary but the retiring bank employees are getting at the rate of ½ a month salary for every year of service even over and above 33 years of service. Hence, in respect of Central Government Employees also for a service span exceeding 33 years, the gratuity should be higher and the above ceiling be withdrawn. 7th Pay Commission’s recommendations on Gratuity: It has been recommended by 7th Pay Commission that ceiling of gratuity is to be raised from the existing ₹10 lakh to ₹20 lakh from 01.01.2016. Further, as per Commission’s recommendations, Gratuity is to be partially indexed to Dearness Allowance. It is proposed that the ceiling on gratuity may increase by 25% whenever DA rises by 50 percent.

Click here to read 7th Pay Commission report on Gratuity

'Make in India' needs ex-servicemen

Indian Military Veterans
'Ex-servicemen engineers and technicians are true professionals worthy of being 'Make in India' agents.'
'They can be trusted to bring long term dividends -- it is in their character to be long term loyalists!' says Air Marshal P V Athawale (retd).
The Indian Air Force
During interaction with MBA students at an IIT, I asked "Do you know any national industry bigger than the Indian Air Force?"
I expected someone would name the Indian Railways -- there was only inquisitive silence. So I continued, "I know one, and that is the Indian Army."
However, when you consider sophistication and size, there are few that match the Indian Air Force. But you don't consider the military an industry because we don't make money!
Most management philosophies have originated from the military. You may not wish to join the armed forces, but inclusion of pioneering military logistics and supply chain management philosophies will enrich your studies and research.
Countrymen naturally see the armed forces as combat forces comprising infantry/artillery/ warships/submarines/fighter planes. We fail to see the huge industrial world behind the icons like infantrymen, submariners and fighter pilots.
Without adequate industrial capability to balance it, the Indian Army would be something like a paramilitary outfit while the Indian Air Force would be akin to Indigo Airlines, which depends on a Sri Lankan facility for routine aircraft servicing.
Army Base Workshops, Naval Dockyards and Air Force Base Repair Depots, carry out hi-tech work of Maintenance/Repair/Overhauls (MRO). Besides Depot Maintenance, especially on air force bases, naval ships and special army units, engineers handle technology superior to most industrial houses.
Army engineers specialise in specific streams like operational aspects of engineering and signals (communications and IT) or maintenance support to electrical and mechanical systems of the army. Engineers in the navy specialise in marine engineering, electrical systems or aviation engineering. Each one is among the best in their respective disciplines.
Air force engineers from the aeronautical engineering branch have a purview covering a range of systems wider than any other contemporary industry. Fighter/transport aircraft, helicopters, missiles, radars, communication, IT, electronic warfare systems, real time avionics software and flight testing and certification make a huge scope of responsibilities. One engineer excelling in at least three or more fields is a common occurrence.
Questions are often raised about the quality of engineering graduates joining the armed forces. Let me not delve into the reasons, some of which are evident and well known to the national leadership. Let us look at whether engineers in the armed forces measure up to the assigned tasks. The answer is an emphatic 'Yes.'
A sizeable number of armed forces engineers regularly undertake post graduate studies at IITs. Many come out in the top 10%, a few topping the list with a flawless CGPA of 10.
Armed forces engineering institutions groom the incoming engineers at par with the best elsewhere. These engineers should therefore be known by invaluable tags representing their respective Army, Navy and Air Force institutions.
Everyone in the private sector does not reach the vice-president or CEO level. But one does not face embarrassment in being visibly compared with those running ahead in the race. In the civil public sector, the journey is assured to the joint secretary level while perks and privileges remain attractive at all levels.
In contrast, the command and control needs of the combat forces require them to have pyramid-like structures. They have steep promotion ratios for engineers aspiring to be colonels and equivalent.
The adage goes to say that tens not making it are not inferior to the one who performed better under the circumstances. Most superseded officers find it embarrassing to continue as ranks displayed on shoulders play a significant part in fauji life. Even if they do wish, they can continue only as far as the rank permits -- after all, we can't have generals commanding armies having colonels originally senior to them.
Not all colonel/captain/group captain level officers leaving service are superseded. A significant number applies for relief on compassionate grounds on account of family problems and commitments that cannot be met while being in the highly demanding service life.
The fact is that a huge number of highly qualified/experienced engineers, and above all extraordinary professionals, regularly come out of the armed forces. Industry hugely unaware of this potential is unable to tap this resource.
Most industries often measure ex-service officers with their potential to add to order book entries. Instead, companies need to employ ex-service officers to blend seamlessly within their organisations.
The armed forces industry is not about officers or graduate engineers alone. The backbone -- its technicians -- are a brand of their own rarely matched by anyone outside.
I have worked with Indian Air Force technicians for nearly four decades. I have no doubts that they are among the best in the country, if not the world.
Unfortunately, many prospective employers see only security management roles for ex-servicemen employment. Here is a huge opportunity for private sector industry in general, and one especially dealing with or initiating into the defence domain.
The defence R&D and manufacturing industry comprising DRDO, DGQA/DGAQA and DPSUs has huge empires somewhat isolated from the armed forces. They have their own gaps in understanding the whole process of design and development to field trials and induction. Ex-servicemen retiring early can be an asset and should be absorbed. 
Subroto Bagchi in his book The Professional distinguishes a true professional from the one only professionally skilled. These ex-servicemen engineers and technicians are true professionals worthy of being 'Make in India' agents. They can be trusted to bring long term dividends -- it is in their character to be long term loyalists!


Air Marshal P V Athawale PVSM, AVSM, VSM (retd) is the former Air Officer Commanding-in-Chief of Maintenance Command, IAF. He is an alumnus of IIT-Roorkee and IIT-Kharagpur.

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