Stdy Postal

Report on functioning of ‘Rural Postal
System’ including ‘Panchayat Sanchar

Seva Yojana’
Submitted to
Planning Commission,
Government of India
(January 2004)
•
Submitted By
AMC Research Group
103 – A , Friends Colony (E), New Delhi – 110 065
Tel – 011- 2631 0480, Fax - 2631 2089
PREFACE
The Department of Post is changing fast. Many new innovative products and
services have been launched during the last decade to enable it to meet the ever
changing requirements of its clientele and several more initiatives are planned.
Change is an ongoing process in Department of Post and its pace will accelerate
rapidly in years to come.
It is in this scenario that the present study was launched, sponsored by Planning
Commission, Government of India. Since majority of the population of the country
still lives in rural India, the focus of the study has been on Rural Postal System
including Panchayat Sanchar Seva Yojana.
With the emergence of new technologies and rise in level of literacy, there has been
a significant change in the way people communicate with each other. The
importance of letter writing is diminishing and other means of communication such
as telephones and internet are becoming easily accessible.
Rural postal requirements are mainly met through a system of Sub Post Offices,
Extra Departmental Branch Post Offices and Panchayat Sanchar Seva Kendras.
Branch Post Master (BPM) is the key functionary in the whole set up. With so many
new services being taken up by the Department of Posts and rising expectations of
the customers, the skill levels of BPMs needs improvement. There is an urgent need
for manpower and skill development programmes to be undertaken.
To facilitate the process of change and to enable faster decision making it is

suggested that Department of Post be converted to an independent Corporation,
wholly owned by Government of India.
Many senior officers of the Planning Commission and in the Department of Posts
have already visualized the future and have begun the process of introducing
attitudinal changes and change in work culture at the local level. These visionaries
are the torch bearers of the Department and we wish them good luck in their
pioneering endeavor. Their work needs to be replicated and improved to meet the
aspiration of the employees and users of postal service.
The Department of Posts has a great responsibility and duty to become an important
harbinger of social and economic betterment of rural India. Post office should
become a nodal point for providing futuristic communication, information and
financial services. It should also become self sustaining.
We wish the Department success in its endeavor and hope that in years to come it
would become a model organization for rest of the world .
A. M. Chaturvedi
Director, AMC Research Group
Contents
Page No
Executive summary 1- 6
Chapter 1: INTRODUCTION 7 - 11
Indian Postal System

Universal Postal Service obligation
Rural Postal Network
Chapter 2: OBJECTIVES AND METHODOLOGY 12-17

Objectives of the study
Coverage of Study
Methodology of study
Universe for the study
Sampling procedure
Sample size proposed and achieved
Research instruments
Chapter 3: INTERNATIONAL SCENARIO 18-21

Decreasing Mail Traffic – International Scenario
Analysis of International scenario
India Vs. other Postal network
Chapter 4: DOMESTIC SCENARIO 22-29
Postal Network in India

SWOT analysis of Indian Postal system
Present Scenario
Norms for opening new post offices and their relevance
Universal service obligations
Licensed postal agents / Licensed vendor scheme
Chapter 5: ROLE OF DSOs and EDBOs 30-39
Introduction
DSO Scheme
EDBO scheme
Analysis of EDBO operations
Scope for improvement
Innovation proposed
Chapter 6: ROLE OF PSSKs 40-48
PSSY scheme
Function of Sanchar Kendra Agents (SKA)
Optional Functions
Need For review
Analysis of PSSK Operations
Views of Panchayat Authorities
Problems relating to PSSK operations
Chapter 7: FINANCIAL SERVICES OF POST OFFICES 49-52

Postal Saving Schemes in the Rural Areas
RPLI Schemes
Scope for revenue augmentation
Chapter 8 : PROBLEMS OF SUPERVISION 53 - 56

Supervision Scenario
Mail overseers and their problems
Chapter 9: SCENARIO IN DIFFERENT STATES 57 -71
Chapter 10: TRAINING AND MOTIVATION - 72 - 74

KARNATAKA MODEL
Introduction
Postal Rejuvenation Programme for Rural network employees
Navchetana programme
B.O Ranking
Chapter 11: FINDING AND RECOMMENDATION 75 – 86
Operational analysis of the present scheme

Recommendations
Chapter 12 : Future of Rural Post in India 87- 98
Licensed Postal Agents

PCO Model – Multi Purpose service centres
Alternative Model- Postal corporation
Fate of the EDBOs and PSSKs
The Role of IPOs / Mail overseers
Annexures Page No
1. Basic data relating to post offices

in the selected states 99 -104
2 Important data : DSOs 105-109
3 Important data on EDBOs 110-136
4 Important data on PSSKs 137-146
5 Supplementary Data On EDBOs In Karnataka 147
6 Supplementary Data On EDBOs In Tamil Nadu 148
7 Graphs 149-152
A. Decreasing volume of Mail Traffic in India

B. Postal Services – Growing deficit
C. Postal Services –Expenditure
D. Postal Services – Revenue
8 Photographs of Post Offices in Lahaul valley 153-154
9 Copies of questionnaires used 155-165
10 List of abbreviations used 166
Annexeure – 10
List of abbreviation used:
1. ASPO : Assistant Sub Post Master

2. ASSOCHAM : Association of Chamber of Commerce and Industries
3. BO : Branch Post Office
4. BPM : Branch Post Master
5. CAT : Common Administrative Test
6. CE ; Continuing education
7. CII : Confederation of Indian Industries
8. DA : Dearness allowance
9. DOT : Department of Telecom
10. DSO : Departmental sub Post Office
11. DMR : Departmental Mail Runner
12. EDA : Extra Departmental agent
13. EDBO : Extra Departmental Branch Post Office
14. EDBPM : Extra departmental Branch Post master
15. EDDA : Extra Departmental Delivery agent
16. EDMC : Extra Departmental Mail Carrier
17. EDSO : Extra Departmental Sub post office
18. FICCI : Federation of Indian Chamber of commerce and Industries
19. GDS : Gramin Dak Seva
20. GDSBPM : Gramin Dak Seva Branch Post Master
21. HRD : Human Resource Development
22. IPO : Inspector of Post Office
23. ISD : International Subscriber Dialing
24. IVP : Indira Vikash Patra
25. KVP : Kisan Vikash Patra
26. LIC : Life Insurance Corporation
27. MO : Money Order
28. MIS : Monthly Income Scheme
29. NABARD : National Bank for Agriculture and Rural Development
30. NSC : Nationa Savings Certificate
31. NSO : National Saving
32. OJT : On Job Training
33. PCO : Public Call Office
34. PLI : Postal Life Insurance
35. PMG : Post Master General
36. PSSK : Panchayat Sanchar Seva Kendra
37. PSSY : Panchayat Sanchar Seva Yojana
38. RD : Recurring Deposit
39. RPLI : Rural Postal Life Insurance
40. SB : saving Bank
41. SKA : Sanchar Kendra Agent
42. SO : Sub Post Office
43. SSKA : Sanchar Seve Kendra Agent
44. SSP : Senior superintendent of Post office
45. STD : Subscriber Trunk Dialing
46. TA : Touring Allowance
47. TD : Term Deposit
48. TRC : Telephone Revenue collection
49. UPSO : Universal Postal Service Obligation
50. VP : Value Payable Post
51. VSAT : Very Small Aperture Terminals
Functioning of Rural Postal System including Panchayat Sanchar Seva Yojana
EXECUTIVE SUMMARY
SUMMARY OF FINDINGS
Principal recommendations of the report include following:
• Creating a separate cadre for Mail Overseers (Chapter 8)

• Motivation Training & Rejuvenation Programme for the Department
of Post (Chapter 10)
• Corporatisation of Postal Department (Chapter 12)
Other findings, recommendations and comments have been made in Chapter

11 of the report for improving the working of the department.
INTRODUCTION
Under the central authority, post office is the biggest network in the country. At the time of
independence, India had 23,344 Post Offices which were largely confined to urban areas
and selected villages. By 31st March 2002, this network had expanded to approximately
1,55,802 Post Offices, of which over 89% are in rural areas. India has by far the largest
network of Post Offices in the world.
India, as member of Universal Postal Union, has ‘Universal Postal Service Obligation’. It is
committed to ensure provision of quality based postal services on regular basis to all the
users in all parts of the country at affordable prices. They include Post Card, Inland Letter,
Envelope and Money Orders up to a certain limit.
The total manpower engaged in running postal services in India is about 5,79,694, equally
divided between permanent employees (2,72,958) and extra departmental employees
(3,06,736). Total revenue expenditure of the department is Rs.3783.09 crore with a
revenue deficit of Rs.1411.51 crore (2001-2002).
1 A Report by AMC Research Group

Expansion of postal network in the country, especially in rural areas was mainly done
through a system of Extra-Departmental Branch Post Offices (EDBOs). However, in
recent years, a third tier of Postal network that of Panchayat Sanchar Seva Kendras
(PSSKs) has been introduced. They serve as nodal point for retailing some of the basic
services like sale of stamps and postal stationary, collection and delivery of mail and
booking of registered articles etc. in villages not covered by postal services.
It is well known that rural postal services are heavily subsidized throughout the world. In
India too rural post is subsidized and this subsidy is increasing year after year. Hence,
there is a need to have a serious re-look at the way Rural Postal Services are organized
in the country in order to find ways and means of reducing the subsidy element, while
continuing to provide good services for the purpose of meeting the needs of the rural
masses.
It is in this context that Planning Commission, Government of India, commissioned a study

with AMC Research Group titled ‘Functioning of Rural Postal System including
‘Panchayat Sanchar Seva Yojana’.
The study was conducted in the six states in the different regions of the country. A
draft report was submitted in August 2003 to Planning Commission and the
Department of Posts. Subsequently, a check study was done in the states of Tamil
Nadu & Karnataka for getting additional inputs.
OBJECTIVES OF THE STUDY
The main objectives for the study as set by Planning Commission were:
• Operational Analysis of the present postal setup in the rural areas.

• Analysis of service provided by EDBOS, DSOs, & PSSKs at present
• Perception of beneficiaries on the service requirements and service availability
under the schemes.
• Suggestion for improvement and search for better alternatives (e.g. Support from
banks) in terms of providing essential postal service to rural population at lower
cost and examining other relevant issues indicated in earlier paragraph.

In addition to the above, following issues have also been examined in the study:
----- What should be the norms for opening new post offices?
----- Relevance of current norms?
----- What are the services of state governments which post
offices can handle?
----- Fine tuning of recruitment procedure in PSSKs.
----- What could be alternative systems for delivery of postal
services?
----- What services can be offered by rural post offices to make
them economically more viable? e.g. could banks, PCOs
and other such services be provided under one roof?
---- Can Post Office building be used for all such services like
Internet, banking, financial services etc.?
----- Suitability of location of post offices?
METHODOLOGY AND SAMPLE SIZE
Desk study on the subject was followed up by preparation of detailed questionnaires on

various issues relating to different stake holders. These questionnaires were reviewed and
finalized in a joint meeting with Adviser (C & I), Planning Commission on 24th February
2003, in which DDG and other senior officers of Department of Post participated. In this
meeting following six sets of questionnaires were finalized:
1. Questionnaire for beneficiaries of PSSK / EDBO scheme.

2. Questionnaire for Panchayat authorities
3. Questionnaire for Panchayat Sanchar Sevak
4. Questionnaire for Sub Post Offices / EDBOs
5. Questionnaire for Supervisory staff / Mail Overseers / IPOs /ASPOs
6. Questionnaire for Senior Officers
A copy each of the questionnaires is given as Annexure ‘5’. As evident from the
nomenclature, each questionnaire was addressed to a different set of stake holders.
In view of the vast numbers of rural post offices in the country, it was decided that field
work will be done on a sample basis.

Following states were chosen for study

BIHAR
HIMACHAL PRADESH
KERALA
ORISSA
PUNJAB
RAJASTHAN
Following sample size was attempted:

1% of the Extra Departmental Branch Post Offices (EDBOs)
5% of the Departmental Sub Post Offices (DSOs)
5% of the Panchayat Sanchar Seva Kendras (PSSKs)
Our team visited 45 DSOs, 346 EDBOs and 67 PSSKs in the selected states.
FINDINGS AND RECOMMENDATIONS
Findings and recommendations are detailed in Chapter 11 of the report. Some of the
findings and suggestions are reproduced below:
1. Over the last decade, there has been a profound change in the way people
communicate with each other. Letter writing as a means of personal
communication is becoming less and less popular. People, in general,
prefer to talk over telephone, which provides two way communications at an
affordable price. Even illiterate people can use telephone services. (para 4.2.2)
In view of the emerging scenario, targeting the opening of more and

more post offices based on the present norms can be dispensed with
as a policy measure. Relocations and adjustments may however be made based
on the assessment of specific needs. (para 4.2.6)
2. Almost 57% of the EDBOs covered under the study were found to be
performing below the acceptable norms of the department. Since the study
has been done on a sample basis, a thorough review of the working of EDBOs
may be undertaken by each postal division to weed out & close the non-performing
EDBOs. (para 5.3.0)

3. SSPs should take initiative to revitalize the whole system by conducting training &
motivational workshops for the departmental field staff & EDBOs for getting better
results. They should also interact with the villagers frequently to know their
difficulties so that the same can be resolved in a proper and effective manner.
(para 5.5.2.b)
4. Mail overseer is the most responsible field job and requires separate cadre
manned by relatively younger but experienced people who are willing to
travel extensively. They should be put in a separate salary grade higher than that
of a Postman and given suitable TA/ DA to attract better talent and to enable them
to carry out their duties diligently. (para 8.2.12)
5. Training is a continuous process. Apart from initial training, emphasis should be

laid on ‘on the job training’ (OJT). In addition, refresher courses should be
organized from time to time for all categories of staff in rural areas including extra
departmental staff. (para 11.2.12)
6. In order to provide terminal benefits to BPMs / EDDAs suitable RPLI based

schemes may be worked out by the Department. These RPLI policies can also be
assigned to the department as collateral against financial irregularities which may
be committed by any of the BPMs / EDDAs (para 11.2.14)
7. It has been observed from the study that the sale proceeds of 18.3 % of the
PSSKs are below Rs. 250 per month and require closer attention of the
Department. The rest 81.7 % have sales above Rs. 250 per month and can
be considered satisfactory, since their main job is collection and delivery of
mail. (para 11.2.35)
8. To prevent fraudulent use / misuse of the system, there should be a ceiling

on issue of postage through PSSKs every month. (para 11.2.36)
9. Financial services of the Department of Post such as SB/RD/TD/RPLI need

to be actively promoted and more revenue earning schemes should be
introduced. Department of Post earned revenue of Rs 1496.75 crores from
Saving Bank business in the year 2001-2002 alone and revenue of Rs.1577
crore was projected for the year 2002-2003. (para 11.2.28)

10. Our study shows that people in rural areas are willing to pay between Rs. 5
to Rs. 10 per bill to Post Office for collection of payment of utility bills like
telephone bills, electricity bills, etc. This may further be exploited to generate more
revenue for the department. (para 11.2.29)
11. While fulfilling of the ‘Universal Service Obligations’ would continue

to need subsidization, the retail financial and other functions of the
Post ffice should be organized on a commercial basis to generate
maximum revenues for the Department. (para 11.2.30)
12. We have been given to understand that several initiatives taken by individual
officers in Jullandhar district of Punjab, Dharwar district in north Karnataka &
several districts of Tamil Nadu and Haryana mainly in rural areas, have shown
extraordinary results and has led to quantum jump in the Saving bank / RD / RPLI
business in their divisions, within a short period of 3 to 4 months. (For details see
Chapter 10) (para 11.2.31)
Their initiatives need to be replicated in rest of the country.
Other initiatives required are as follows:-
13. ‘Licensed Postal Agents’ should be appointed in rural areas to mobilize the
growing rural incomes into postal saving schemes. (para 11.2.38)
14. Rural ‘Licensed Postal Agents’ may also be allowed to set up a PCO in their
village, thus integrating PCO with postal activities. (para 11.2.39)
15. In due course of time, these PCOs could be developed further into information
kiosks, for providing internet services, e-governance, etc. and for promoting
government schemes and other community based services. (para 11.2.40)
16. To facilitate the process of change and enable faster decision making, it is
suggested that the Department of Post be converted into an autonomous
Corporation , wholly owned by Government of India. (para 12.3.5)

CHAPTER 1
INTRODUCTION
1.0 INDIAN POSTAL SYSTEM
Postal network in India was created under the British rule almost 150 years ago. Enormity
of its operations can be judged by the fact that total area of the country is about 32,87,200
sq. kms of which rural area is 31,43,240 sq. kms ; total population of the country in the
year 2001 was 1027.02 million of which rural population formed 72.22% ; the number of
villages in 1991 was 6,34,321. Terrain in the country is also of relevance to the postal
services. They have to provide service to the villages in the desert, hilly and forest areas.
1.0.1 Under the central authority, post office is the biggest and most wide spread
network in the country. Its reach extends to even those areas which have no access by
road or rail. A “Harkara” or foot runner delivers the mail even today to the remotest part of
the country in quickest possible time. Postman is considered respectable and honorable
by the common man more so in the rural areas. Generally, he is referred to as “Postman
Kaka or Chacha”, a term of endearment. This is really the most valuable “Brand Equity” of
the Department of Post on which a high premium can be put and it has considerable
commercial value.
1.0.2 Annual growth rate of population in the period 1991-2001 was 1.94%, which
indicates the rate at which postal services have to be expanded to meet the needs of the
growing population. Increased economic activity, advancement in technology, specially in
the field of information technology and integration of Indian economy with rest of the world
pose new challenges for the postal services. Other factors which have impact on these
services are increasing levels of literacy, growth of print and visual media, expansion of
telecom networks, higher levels of family income and competition from private sector in
this field.
1.0.3 Over the years, the Department of Posts has demonstrated the dynamism to meet
the changing needs of its clientele.
1.0.4 Vision of the department is “India Post will be a socially committed,

technology driven, professionally managed and forward looking organization.”

1.0.5 At the time of independence, India had 23,344 Post Offices which were largely
confined to urban areas and selected villages. By 31st March 2003, this network had
expanded to 1,55,802 Post Offices, of which over 89% were in rural areas. India has by
far the largest network of Post Offices in the world. China with 25% higher population than
India has only 57,135 Post Offices against 1,55,802 in India.
1.0.6 The position, in terms of “people served per Post Office” in India is more or less
similar to Germany, better than USA and a little worse than Japan and Australia. On the
whole, infrastructure of postal services set up by India compares well with the developed
world and is better than the developing world.
1.0.7 The total manpower engaged in running postal services in India is about 5.79,694
equally divided between permanent employees (2,72,958) and extra departmental
employees (3,06,736). Total revenue expenditure of the department is Rs. 3783.09 crore
(2001-2002) with a revenue deficit of Rs. 1411.51 crore. The total revenue expenditure as
a percentage of receipts for post was 160% in India as compared to 101% in U.K, 102% in
USA, 99% in Brazil and 138% in Sri Lanka. The postal deficit in India has increased from
Rs. 91.81 crore in 1992-93 to Rs. 1,411.51 cr. in 2001-02.
1.0.8 In order to reduce the subsidy a two pronged strategy has been launched. This
includes reducing operational costs through up gradation and modernization of technology
and redeployment or reduction in manpower, increasing the revenue through
diversification and aligning the postal tariffs to cost.
1.1 UNIVERSAL POSTAL SERVICE OBLIGATION
1.1.0 India as a member of Universal Postal Union has “Universal Postal Service
Obligation” (UPSO). It is committed to ensure provision of quality based postal services on
regular basis to all the users at all points in the country at affordable prices. Keeping in
view recommendations made by the working group on Posts and objectives envisaged in
10th plan, UPSO needs to include post card, inland letter, envelope and money orders up
to a certain limit. These services should continue to be delivered at affordable prices.
Other services can be priced on commercial basis. At present these basic services carry
heavy subsidy.

1.1.1 Among major objectives of Indian Posts are:
(1) To ensure availability of basic Postal services in all parts of the country, including
tribal, hilly and remote areas.
(2) To provide efficient, economic and reliable services.
(3) To provide value added services according to market requirements.
(4) To generate more resources and improve financial performance.
1.1.2 During the year 2002-2003, it is estimated that out of 38 services, only 9 will be
able to recover cost of operation. Total revenue during year 2001-2002 was Rs. 37830.9
million against net working expenses of Rs. 51,946 million, leaving a gap of Rs. 14,115.1
million.
1.2 RURAL POSTAL NETWORK
1.2.0 For providing Postal services the whole country is divided into 22 Postal circles.
Each circle is divided into regions comprising groups of field units, called divisions. Each
circle is headed by a Chief Postmaster General. Post offices in the country are
categorized as Head Sub and Branch Post Office. Gramin Dak Seva Post offices are
located in rural areas. Expansion of Postal network in the country, especially in rural areas
was mainly done through a system of Extra-Departmental Branch Post Offices (EDBOs).
1.2.1 However, in recent years, a third tier of Postal network that is Panchayat Sanchar
Seva Kendras (PSSKs) has been introduced. They serve as nodal point for retailing some
of the basic services like sale of stamps and postal stationary, collection and delivery of
mail and booking of registered articles etc. During the year 2001-2002, the fifth year of the
ninth five year plan a total number of 405 EDBOs and 51 Departmental Sub-Offices
(DSOs) were opened throughout the country. A target of opening 250 EDBOs and 25
DSOs was set for the year 2002-2003. In the year 2001-2002, 2042 PSSKs were opened
and target for opening 1500 more was set for the year 2002-2003.
1.2.2 Department Of Posts has certain norms for opening EDBOs. They are based on
population in a village, distance from existing Post office and anticipated income from
operations. As per two norms of distance and population, at present there are 4295
villages without a Post office counter facility in India. Covering these villages could take
more than a decade at the present rate of expansion. The scheme for opening rural Post

offices suffers from weaknesses like availability of funds, large operational subsidy and
agents operating EDBOs claiming to become permanent departmental employees.
1.2.3 Hence, a change in strategy was proposed in the ninth Five year plan, which
envisaged setting up of PSSKs in Gram Panchayats which were yet to be provided with a
Post Office. Twin objective in view was keeping the government expenditure to the
minimum at the same time accelerating the increased access to the services. Under the
scheme, Gram Panchayat has to provide suitable furnished accommodation free of cost
and appoint a person to decide on the functions of Panchayat Sanchar Seva Kendras and
ensuring financial discipline and propriety. Operation of these services is done on a
commercial basis.
1.2.4 The basic idea of this scheme is to provide some retailing facility like sale of
stamps and Postal stationary, booking of registered articles, delivery of mail through a
network of PSSKs. These Kendras operate three hours a day on all working days.
Sanchar Kendra Agent (SKA) is given a fixed allowance of Rs. 600 per month for
providing counter services, for collection, conveyance and delivery of mail plus other
admissible incentives. They include 10% commission on the sale of stamps and postal
stationary and 50 paise per registered letter booked.
1.2.5 PSSKs are expected to propagate schemes like national saving scheme and
Postal Life Insurance etc. in a manner prescribed by the Divisional Superintendent or
SSP, whenever they are asked to so. They can be entrusted with operation of STD, PCO
and Panchayat phone subject to fulfillment of certain conditions. PSSY was first
introduced in the states of Karnataka, Orissa, Himachal Pradesh, Uttar Pradesh, Bihar
and Gujarat in the year 1995-1996. By now more than 1800 PSSKs have been opened in
different states. So far, response to this scheme is not very encouraging. Not only targets
fixed could not be achieved but also some PSSKs have been closed down due to lack of
business.
1.2.6 However, with renewed efforts made to popularize the scheme, there was a
measure of success if we consider that in the years 2000-2001 and 2001-2002 number of
new offices opened was 2005 and 2042 respectively. This is against a total of 1360 offices
opened from 1995-1996 to 1999-2000. It was, however, felt that there was a need to
review the scheme and assess its viability. Apparently, the scheme has not been able to
generate sufficient interest in the potential SKAs and Panchayats. The reasons for this
need to be examined and suitable action needs to be taken.

1.2.7 It is well known that rural postal services are heavily subsidized throughout the
world. In India too rural post is subsidized and this subsidy is increasing every year.
Hence, there is a need to have serious re-look at the way Rural Postal Services are
organized in the country in order to find ways and means of reducing the subsidy element
and yet provide good service in order to meet the needs of the rural masses. Not only the
services need to be efficient but would have to be expanded where ever required.
1.2.8 It is in this context that AMC Research Group was assigned the task of carrying
out a review of the present system with special focus on ‘Panchayat Sanchar Seva Yojna’.
Objectives of the study, methodology followed and recommendations are given in the
subsequent chapters.
1.2.9 The study has involved painstaking effort on the part of researchers who have
traveled to various nooks and corners of the states covered by the study, to gather views
of the current and prospective users of the postal services. Also there has been
interaction with the officers of the department at various levels. A number of useful
suggestions have emerged which are covered under the chapter titled
‘Recommendations’

CHAPTER – 2
OBJECTIVES AND METHODOLOGY
2.1 OBJECTIVES OF THE STUDY
2.1.0 The principal objective of the present study was to assess the feasibility of
“Present schemes of providing postal services to rural areas” and in particular to examine
the working of “Panchayat Sanchar Seva Yojana” in its present format. Other objectives
for the study as set by Planning Commission were:
• Operational Analysis of the present schemes

• Analysis of service provided by EDBOs, DSOs & PSSKs
• Perception of beneficiaries on the service requirements and service availability
under the scheme
• Suggestion for improvement and search for better alternatives (e.g. Support from
banks) in terms of providing essential postal service to rural population at lower
cost and examining other relevant issues indicated in earlier paragraph.
2.1.1 Other Issues Involved
In a joint meeting held on 7th May 2002 in the office of the Advisor (C& I), Planning
Commission along with Senior DDG and other officers of the Department of Posts, it was
decided that following issues also need to be examined in the study:
----- What should be the norms for opening new post offices?
----- Relevance of current norms?
----- What are the services of state governments which post
offices can handle?
----- Fine tuning of recruitment procedure in PSSKs.
----- What could be alternative systems for delivery of postal
services?
----- What services can be offered by rural post offices to make
them economically more viable? e.g. could banks, PCOs and
other such services be provided under one roof?

---- Can Post Office building be used for all such services like
Internet, banking, financial services etc.?
----- Suitability of location of post offices?
2.2 COVERAGE OF STUDY

2.2.0 The study was carried out in following six states of the country. These states were
selected in consultation with the Planning Commission and Department of Post.
BIHAR
HIMACHAL PRADESH
KERALA
ORISSA
PUNJAB
RAJASTHAN
2.2.1 These states were chosen because they offer a good combination of backward /
remote / hilly / desert districts of India. Kerala was included because of its high literacy
rate and a very high level of gulf remittances, which are changing the face of the rural
society.
2.2.2 Punjab is a state with the highest rural income in the country. In Rajasthan desert,
most of the villages are at a great distance from urban centres and are widely dispersed.
In fact, a village here is a huge area consisting of many ‘Dhanis’ or hamlets consisting of a
few houses separated from each other by several kilometers of desert.
2.2.3 In Himachal Pradesh the villages are located far and wide in different hills and
valleys and present a logistic problem because of poor accessibility and long distance
from the urban centres.
2.2.4 Bihar and Orissa being backward states have problems of their own, caused by
seasonal floods, cyclone and generally poor road infrastructure.
• Study was carried out in six states i.e. Punjab, Himachal, Rajasthan, Kerala, Orissa &
Bihar. Also Check study was carried out in states of Karnataka and Tamil Nadu on
random basis.
• A total of 352 EDBOs, 47 DSOs and 72 PSSKs were visited .
• Field work was done by our team with the help of six questionnaires addressed to a
different set of stake holders

2.3 METHODOLOGY OF STUDY
2.3.1 Study of Secondary Data
Various reports including tenth plan document and Steering Committee report on Postal
Department and other reports done by the Department of Post and Planning Commission
were studied to understand the working of rural postal system in India and to get an
overall perspective.
2.3.2. Field Survey / Interviews with beneficiaries
Since the very purpose of the scheme is to provide postal facilities to the rural population
at their doorsteps, it was considered necessary to get a feed back on how the
beneficiaries perceive the administration of the scheme in all aspects. Five beneficiaries
from each of the PSSKs / EDBOs visited were interviewed to obtain their assessment of
the benefits from the scheme.
2.3.3 Interviews with Senior Officers / ASPOs / IPOs etc, & Field staff
Personal interviews were conducted with senior officers such as SSPs / ASPs and field
staff such as ASPOs, IPOs, Mail Overseers, Post Masters etc. who are directly involved in
administering the rural postal schemes for the benefit of the rural population.
Most of the senior officers and administrators involved in implementing the scheme during
interviews gave their frank opinions on many issues relating to the operation of these
schemes.
2.3.4 Interviews with the BPMs / SKAs
The study team interviewed several Extra Departmental Branch Post Masters (BPMs) and
Sanchar Seva Kendra Agents (SSKAs) to obtain their views on best method of getting
results from the present scheme. Other problems relating to their operations were also
discussed.

2.3.5 Operational analysis of the scheme
The study team has also done an operational analysis of the scheme and correlated it
with the Universal Service Obligations of the Government of India, so as to assess the
relevance of the schemes.
2.4 UNIVERSE FOR THE STUDY
As per the information base available before the start of the study, the number of EDBOs /
PSSKs / DSOs in the selected states was as follows:
NUMBER OF RURAL POST OFFICES IN SELECTED STATES (March 2000)
STATE EDBO DSO PSSK
Orissa 6748 194 117

Kerala 3028 526 ----
Himachal Pradesh 2290 18 205
Bihar 7841 99 658
Rajasthan 8863 102 80
Punjab 3106 10 79
Total 31876 949 1139
2.5 SAMPLING PROCEDURE
2.5.0 In view of the vast numbers of rural post offices in these states, it was decided that
field work will be done on a sample basis.
2.5.1 Following sample size was attempted:
1% of the Extra Departmental Branch Post Offices (EDBOs)

5% of the Departmental Sub Post Offices (DSOs)
5% of the Panchayat Sanchar Seva Kendras (PSSKs)

2.5.2 It was decided to use a mixed sampling procedure, including both purposive and
random sampling, so that all postal divisions / circles / districts in the selected states are
covered in the sample.
2.5.3 Attempt was made to cover at least one EDBO performing well and one EDBO
performing poorly, in each district. The rest were selected randomly. The same was
applicable to PSSKs and DSOs. This is best illustrated by the instructions issued by
Director (E & PN) to Chief PMGs of the concerned states which is quoted below:
Para 3 of the letter No. 40 – 37 / 2002 Plg dated 16 – 1 – 2003
“In this context you are requested to shortlist EDBOs, DSOs and PSSKs that can form the
sample of the study. While selecting these offices due care must be taken in order to
ensure that the sample is a representation of all kinds of offices varying from very little
workload to heavy workload, located in remote area to such offices located along arterial
routes etc. Presenting a broad spectrum in this sample will make the study relevant.”
2.6 SAMPLE SIZE PROPOSED AND ACHIEVED

Based on the above parameters following sample size was proposed for the study. The
actual sample size achieved after completion of field work is also indicated in the following
table:
SAMPLE SIZE – PROPOSED AND ACHIEVED
STATES EDBOs DSOs PSSKs

Proposed Achieved Proposed Achieved Proposed Achieved
Orissa 67 70 10 19 6 12
Kerala 30 44 26 14 nil* ---
H.P 23 25 1 2 10 6
Bihar 78 83 5 5 33 35
Rajasthan 88 92 5 5 4 8
Punjab 31 32 1 0 4 6
Total 317 346 48 45** 57 67
* Kerala does not have any PSSKs

** 15 DSOs visited are not included in the above table due to incomplete data

2.7 RESEARCH INSTRUMENTS
2.7.0 For carrying out the field work, six sets of research instruments were developed
after detailed consultations with senior officers of Planning Commission and Department
of Posts.
2.7.1 A copy of these is annexed to the report. These were:
1. Questionnaire for beneficiaries of PSSK / EDBO scheme.

2. Questionnaire for Panchayat authorities
3. Questionnaire for Panchayat Sanchar Sevak
4. Questionnaire for Sub Post Offices / EDBOs
5. Questionnaire for Supervisory staff / Mail Overseers / IPOs / ASPOs
6. Questionnaire for Senior Officers
2.7.2 As is evident from the nomenclature, each questionnaire was addressed to a

different set of stake holders.
2.7.3 The beneficiary questionnaire was administered to 5 beneficiaries selected

randomly from each post office area. Beneficiary interviews were not conducted in post
offices but a little away from the vicinity of post office, so that objective response could be
obtained. Effort was made to include at least one woman, one farmer, one student and
one shopkeeper in the beneficiary sample.
2.7.4 The questionnaires for senior officers were given to them for filling while all others
were filled by our field investigators, in the presence of Inspectors / Mail Overseers from
the Department accompanying our field team. In several cases data provided was cross
checked with the available records.

CHAPTER – 3
INTERNATIONAL SCENARIO
3.0 DECREASING MAIL TRAFFIC – INTERNATIONAL SCENARIO
3.0.0 Share of Postal Mail in world communication market has been declining rapidly all
over the world, due to greater use of new and emerging technologies by customers.
3.0.1 In USA the diversion of physical mail to electronic medium is taking place at a
rapid pace.
* All business with over 100 employees use Fax
* 43 % of fax messages were diverted mail
* 80 % of home computers are used for E-Mail
* Banks are opting for E - banking
* 40 % households pay their bill through Internet
* 55 % of all Government payments are made electronically
World Communication Market 1995 2005
- Fax and Telephone 75.2 % 73.9 %
- Postal Mail 19.6 % 14.5 %
- Electronic Mail 5.2 % 11.6 %
Reduction in Mail traffic in India over last decade is also significant

(See graph ‘A’ in Annexure)

3.1.1 ANALYSIS OF INTERNATIONAL SCENARIO
India compares favourably well in terms of spread of postal service as compared to other
well developed countries of the world. Following table compares postal systems of
different countries on common service parameters:
TABLE - 1
COUNTRY POPULATION AREA POPULATION NUMBER POPN. SERVICE

(Crores) (Lakh DENSITY OF POST SERVED AREA
sq. (Persons per OFFICES PER P.O. PER P.O.
kms) Sq. km) (sq. km)
USA 28.48 93.72 30 38,123 7,471 245.85
UK 5.95 2.44 244 17,633 3,377 13.84
Germany 8.24 3.57 231 13,000 6,335 27.46
Brazil 17.24 85.12 20 12,520 13,769 679.87
S. Africa 4.43 12.21 36 2,650 16,728 460.77
Nigeria 11.69 9.24 127 4,624 25,288 199.78
China 128.49 95.96 134 57,135 22,490 167.97
Australia 1.94 77.13 3 3,872 5,008 1,992.09
Japan 12.73 3.78 337 24,760 5,143 15.26
Egypt 6.79 10.01 68 5,399 12,575 185.49
India 102.70 32.88 312 1,55,295 6,613 21.17
Source: Universal Postal Union (UPU) year 2001 figures for all countries except
India. Department of Post figures relating to India are for year 2002.

TABLE -2
ORGANISATION REVENUE EMPLOYEES NO. OF PROFITS TYPE

Million POs Million
US$ US$
US POST 65,834.0 891,005 38,123 - 1680.0 Govt.
Owned
DEUTSCHE 31,302.1 283,330 13,000 1417.6 Govt.
POST Owned
JAPAN POST 20,281.2 142,923 24,700 -90.4 Govt.
Owned
LA POSTE 15,248.5 313,854 17,061 -85.0 Govt.
Owned
ROYAL MAIL 12,040.0 220,000 17,633 -1346.0 Govt.
Owned
INDIA POST 844.0 579,694 1,55,000 -300.0 Govt.
Owned
Source : Fortune 500 magzine
3.1.2 It can be seen that when compared to other large countries of the world like USA,
China, Brazil, Australia, etc, India comes out well on most of the parameters. India has
three times more post offices than China a country three times in size and area. It has four
times more post offices than USA, again a country three times bigger in size than India.
Number of post offices in India is twelve times more than in Brazil another country which
is three times the size of India and at a same stage of development as India. We have
forty times more post offices in India as compared to Australia, which is a country having
more than twice the area as compared to India.
3.1.3 Average population density per post office in India is 6613 as compared to 22410
in China, 16728 in Brazil, 7417 in USA and 5008 in Australia.

3.1.4 Average service area per post office is 21.17 sq. km. in India which compares very
favourably with 167.97 sq. km. in China, 245.85 sq. km. in USA, 679.87 sq. km. in Brazil
and 1992.09 sq. km. in Australia
3.1.5 Even in terms of subsidy element and losses on postal operations, India comes
out much better than USA post which shows annual loss of US$ 1680 million, Royal Post
of UK which has an annual loss of US$ 1347 million. Losses on Indian Post are only US$
300 million annually, which is substantially lower than these developed economies.
3.1.6 As can be seen from the above table, Deutsche Post of Germany is the only
organization showing profits. They have been able to achieve this because of following:
- They have good reliable data
- ,, good costing policy
- ,, good marketing policies
3.2 INDIA VIS-À-VIS OTHER POSTAL NETWORKS
3.2.0 It is apparent from the above analysis that Indian Postal network is much better
organized and its spread is wider than most other countries. If there are any perceived
shortcomings in quality of service, they definitely cannot be blamed on fewer numbers of
post offices in India. The statistics quoted above clearly indicate that we have more than
sufficient numbers of post offices in the country.
• India compares well in terms of spread of postal services and most other parameters as
compared to other developed and large countries
• Average population density per PO in India is 6613 and average service area per PO is
21.17kms

CHAPTER – 4
DOMESTIC SCENARIO
4.0 POSTAL NETWORK IN INDIA
4.0.0 As can be seen from the discussions in the previous chapter, Indian Postal network
compares favorably with postal systems of the other countries. India is a very large
country and there are many localized problems relating to quality of service in some of the
circles, which can be tackled at the local level itself. These perceived shortcomings can
not be attributed to fewer number or lack of post offices in the country.
Opening of more post offices without ascertaining the local needs would therefore be
counterproductive.
4.0.1 Thus, there is absolutely no need to target opening of post office in every
village.
4.0.2 The aim of the department should be to improve the quality of postal service,
without opening many more post offices and reduce operating costs so that subsidy
element is kept at a minimum.
4.0.3 Many steps can be taken by the Department in this direction, such as tightening
general administration, giving refresher training to postal workers, redeployment of
manpower, closing non-performing / low performing post offices, relocation of post
offices, appointing more licensed postal agents / franchisees, downgrading EDBOs to
PSSKs where work is not sufficient, introduction of more value added services, and so on.
4.0.4 While on the topic of opening a post office in every village, it may also be
mentioned that the concept of a village is not a standard concept in India. A village can
have a population from a few hundred to a few thousand people. In Rajasthan a village
may spread for as much as 20 kms either way. They have a concept of ‘Dhanis’ which are
hamlets of 3 or 4 houses. Many such ‘Dhanis’ spread over a vast area extending several
kms either side becomes a village. A Panchayat village could be even bigger.

4.0.5 In states like Punjab & Kerala, where foreign remittances are pouring in from
abroad, people have started building houses in the middle of farms away from the
traditional village. In Punjab, at times, Postmen have to travel long distance to deliver their
mail away from their normal beat just to serve one single house situated in the centre of a
large farm. However, in Kerala, there are often more than one post office in a village to
meet the requirement.
4.1 SWOT ANALYSIS OF INDIAN POSTAL SYSTEM
4.1.0 It is worth while understanding clearly the strengths and weakness of the Indian
Postal system, as this will go a long way in fulfillment of the objectives of the present
study.
4.1.1 STRENGTHS
* It is the largest physical network in the country

* Large, disciplined and well organized human resource
* Large Infrastructure
* Tried and tested and a trustworthy organization
* Good public image
4.1.2 WEAKNESS
* Low service quality

* Low customer orientation
* No business culture in the organization
* Less skilled labour
* Less concern for costs
* Bureaucratic mentality
* Inefficiency at all levels
* Resistance to new initiatives

4.1.3 OPPORTUNITIES
* Many opportunities in new communication areas

* Redeployment of human resources for greater efficiency and cost reduction
* New IT based areas are emerging, which can be exploited
* Partnership with others possible for expanding service areas and increasing
revenues
4.1.4 THREATS
* Emerging competition from private sector

* Price inflexibility
* Less adaptability
* Ever increasing costs
* Slow in using emerging technologies and emerging opportunities
4.2 PRESENT SCENARIO
4.2.0 Our field study shows that with the current network in place, Department of Post is
able to meet its ‘Universal Service Obligations’ without any major physical constraint.. Our
study has covered many districts and states of India from Lahaul & Sipti valley in
Himachal Pradesh to the Thiruvananthipuram district in Kerala and our researchers have
talked to many villagers in these remote areas. We did not come across a single person
complaining about the non-availability of basic postal service or asking for a new post
office to be opened in his or her village / near his or her village.
4.2.1 In line with trends over the rest of the world, volume of Postal Traffic in India has
reduced substantially over last decade, as is apparent from the following chart:

Decreasing Volume Of Mail Traffic- Indian Scene
180
(Number of Pieces Handled) 160
147.9 154.5 154.9 155.1
130.9 127.2 136.9 139.6
140 132.8
108.1
(in millions)
120
100
80
60
40
20
0
1992- 1993- 1994- 1995- 1996- 1997- 1998- 1999- 2000- 2001-
93 94 95 96 97 98 99 00 01 02
YEAR
4.2.2 Over past decade, there has been a profound change in the way people
communicate. Today, very few people write personal letters. Most of the mail consists of
official communication or unsolicited promotional literature commonly known as ‘Junk
mail’. However, magazines constitute bulk of the mail in Punjab villages.
4.2.3 For personal communication people prefer to use a telephone, which offers a
cheap two way communication as compared to more expensive letter writing. Any
telephone call from one place to another within Himachal Pradesh is treated as local call
and is substantially cheaper and more convenient than writing a letter and waiting for a
response. Even in Metros like Delhi the range of local calls has been increased to
approximately 200 kms.
4.2.4 In United States of America, a country three times the size of India, there is no
concept of STD and call rates are same from anywhere to anywhere in the country.
4.2.5 Secondly, the literacy level is quite low in rural areas and this acts as an
impediment for writing letters. A verbal communication through telephone does not require
the user to be properly educated. Almost anyone can learn to dial numbers.

4.2.6 In this emerging scenario, we do not see any wisdom in opening more and
more post offices. Relocations and adjustments may however be made based on
the assessment of the specific needs.
4.2.7 In fact it is time we made a clear distinction between ‘providing good postal
service’ and ‘opening of more post offices’. The two are not synonymous. Delivery
of postal service needs to improve without necessarily opening more post offices.
4.2.8 The Steering Committee Report on Communications and Information (May 2002)
for the Tenth Five year Plan also recommends as follows:
“Keeping in view the overall goal of making the Department self financing, no more post
offices should be permitted to be opened in the rural areas under the present scheme.”
(Para 13, page 26)
4.2.9 We can provide good postal service and meet our Universal Service Obligations
without opening more and more post offices in rural and remote areas where the services
shall hardly be used. Opening of new post office should be rare and a well considered
decision from both economic and the requirement of service considerations.
4.3 NORMS FOR OPENING NEW POST OFFICES AND THEIR RELEVANCE
4.3.0 New post offices should only be opened where a need exists, such as in new
townships, new localities, new urban and rural business centres where a need for such
services emerges.
4.3.1 We have been informed by postal authorities that several EDBOs, in rural and
remote areas of north east have done ‘Zero’ business in past twelve months. Our own
study shows that there are many rural post offices (including PSSKs) that do a business of
less than Rs. 100 per month and hardly justify their existence.
4.3.2 Present norms for opening of new Extra Departmental Branch Post
Offices
Population
a) In normal areas:
3000 population in a group of villages (including the PPO Villages)

b) In the hilly, tribal, desert and inaccessible areas

500 population in an individual village or 1000 population in a group of villages
Distance
a) In normal areas:
The minimum distance from the nearest existing post office will be 3 Kms.
b) In the hilly, tribal, desert and inaccessible areas:
The distance limit will be same as above except that in hilly areas. The Directorate in
cases can relax the minimum distance limit where such relaxation is warranted by special
circumstances, which should be clearly explained while submitting a proposal.
Anticipated Income
a) In normal areas:
The minimum anticipated revenue would be 33 1/3 % of cost
b) In the hilly, tribal, desert and inaccessible areas:

The minimum anticipated income will be 15 % of the cost
4.3.3 As per the two norms of distance and population, at present there are 4295
villages including gram panchayat ones without a post office in India. According to
departmental estimates, covering these villages could take more than a decade at the
present rate of expansion.
4.3.4 Our findings indicate that as a country India is well covered by Postal
network and has a reasonably good postal service. Mail is delivered even in the
remotest part of the country and in inaccessible areas.
4.3.5 Still, requirements of new post offices will emerge mainly from new settlements,
new townships, new industrial centres, educational centres etc. many of which would be
located in rural and remote regions in order to promote all round and well balanced
development of the country.

4.3.6 The requirement of additional postal services in the rural areas, in general, will
remain low and will not justify opening of new post offices. Our study shows that even
today approximately 57% of the existing EDBOs cannot meet the minimum income norms
prescribed by the Department and therefore do not justify their existence.
4.3.7 According to us, the future expansion of postal service in hitherto uncovered rural
and remote areas where requirement of service is low, can be achieved through the
PSSK scheme and the proposed system of “ Licensed postal Agents”. This will impose
less financial burden on the Department to achieve the desired results.
4.3.8 The following changes are suggested in the existing norms for opening rural
post offices:
1. Population norms:
These are reasonable and no change is suggested
2. Distance norms:
A few kilometer distance to the post office is no more a formidable problem. Even
to day, the village people prefer to do postal activity during their visits to the town
for other work and seldom use EDBO which may be nearer on the way. With this
changing scenario we feel distance norms can be increased as follows:
“The minimum distance from the nearest existing post office will be 6 K.M”
(Presently 3 K.M)
3. Anticipated Income
Our research team feels that the present income norms are too liberal and there is
scope for tightening up the norms. We suggest following.
In Normal areas
The minimum anticipated revenue will be 40% of the cost (presently 33.33%)
In Hilly / Tribal / Remote / Desert Areas

The minimum anticipated revenue will be 20% of the cost ( presently 15%)

4.4 UNIVERSAL SERVICE OBLIGATIONS

4.4.0 Our basic ‘Universal Service Obligations’ relate to collection and delivery of mail
and sale of postal stationery. For this the existing system of DSOs / EDBOs / PSSks
already exists. This can be improved further and made more efficient and cost effective by
closing down PSSKs not meeting the cost norms and down grading non-performing
EDBOs to PSSKs.
4.4.1 It may be pointed out that while a PSSK costs approx. Rs. 9600 per annum to run,
a two handed EDBO costs nearly Rs. 55,000 per annum in operating expenses. Thus
PSSK is a low cost option for areas where demand for service is low.
4.4.2 The system of incentives should also be made more attractive so that these
EDBOs / PSSKs are encouraged to work hard and take on new responsibilities thereby
generating revenue for the department and commission for themselves.
4.5 LICENSED POSTAL AGENTS / LICENSED VENDOR SCHEME

4.5.0 A system of ‘Licensed Postal Agents’ already exists in urban areas for promoting
Postal Saving Schemes and insurance. This opportunity should also be given to EDBOs /
PSSKs in rural areas for enabling them to extend the range of services offered.
4.5.1 There are other advantages to the ‘Licensed ‘vendor scheme. For example in a
place like Poanta Sahib where there is only one post office in one corner of the town, a
person has to walk almost 3 - 4 kms to buy stamps from post office. However, if licensed
vendors are introduced, this problem could be taken care of, without the hassle of opening
a post office.
4.5.2 All in all we feel that postal network in the country is good. In the last 150 years
some aberrations have taken place, which can be rectified by reviewing and revamping
the system and improving the general administration.
• New post offices should be opened only on need basis taking into account the feasibility
and focusing on the type and quantum of service required.
• Licensed vendor scheme can be revived. It can help in providing sale of postal stationery
without opening a post office.
• PSSK is a low cost option in areas where the demand for service is low but can be merged
with Licensed Vendor Scheme

CHAPTER – 5
ROLE OF DSOs and EDBOs
5.0 INTRODUCTION
5.0.0 Departmental Sub-Post Offices (DSOs) and Extra Departmental Post Offices
(EDBOs) form the backbone of rural postal network in India. India has 26,089 DSOs of
which 11,978 are located in rural areas. There are 1,29,472 EDBOs which are all located
in rural India. In addition nearly 6,400 Panchayat Sanchar Seva Kendras (PSSKs) have
been established in various parts of the country in last decade to service rural gram
panchayats.
5.1 DSO SCHEME
5.1.0 Under this scheme, emphasis is laid on opening post offices in newly developed
areas of the cities, satellite townships etc. wherever volume of activity justifies upgradation
of EDBOs to DSOs (Departmental Sub Post Offices).
5.1.1 Departmental Sub-Post Offices are owned and run by the Department of Post.
Generally, they have staff strength of 3 + 1 (A branch post master, one mail sorter, one
mail carrier and one packer)
• India has 26, 089 DSOs including 11, 978 in rural areas.
• DSOs are opened in newly developed localities in cities, Industrial areas and
satellite townships.
• DSOs have normally a strength of 3 + 1 persons
5.1.2 Their responsibility includes collection and delivery of mail to the Extra
Departmental Post Offices and PSSKs. They also distribute mail and collect mail from the
villages under their jurisdiction and perform all normal functions allotted to Post Offices by
the government, which include

1. Sale of postal stationery

2. Registered letters
3. Money Order booking and distribution
4. Postal Saving schemes
5. Rural Postal Life Insurance, etc.
5.1.3 Our study team visited 45 DSOs and 346 EDBOs in different sampled states as
follows:
DSOs EDBOs
Kerala 14 44
Bihar 5 83
Orissa 19 70
Rajasthan 5 92
Himachal Pradesh 2 25
Punjab --- 32
----------- --------
Total 45 346
------------ ---------
5.1.4 Some more DSOs/ EDBOs / PSSKs were visited in the states of Karnataka and
Tamil Nadu during check study.
5.1.5 List of DSOs and EDBOs visited and detailed data relating to their performance is
given in Annexure. DSOs visited include DSOs, EDSOs and SOs. They have been taken
as one category in our survey.
5.2 EDBO SCHEME

5.2.0 Under this scheme, Extra Departmental Branch Post Offices (EDBOs) have been
opened in Gram Panchayat villages, where no post office exists at present and where
such post office is justified on the basis of the norms prescribed the Department of Post.
In this scheme, special emphasis is laid on opening post offices in hilly and tribal areas
5.2.1 An EDBO is a post office of lower status than a departmental sub-post office. It
works for approximately five hours a day. This could be either five hours at a stretch or it
could be in two spells in a day depending upon the linking mail arrangements of that
particular post office.

5.2.2 For accounting purpose, it is in direct account with a sub-post office, which is
termed as account office. Monetary transactions of the branch office are incorporated in
the accounts of account office. The official in–charge is designated as Branch Postmaster
(BPM).
• There are 1,29,472 EDBOs in rural areas

• EDBO has a staff of 1 to 3 persons and works for 5 hrs a day
• 93 % EDBOs in Kerala and 60% in Punjab are earning more than Rs 1000 p.m while in
Bihar, Orissa and Rajasthan it is the opposite case. In Himachal it is a 50 : 50 situation.
5.2.3 The EDBO performs the function of selling of postage stamps and stationery,
delivery of mails and money orders, the post office saving bank functions, collection of
mails, booking of registered articles and money orders. Depending upon the location of
the branch post office and its distance from the accounts office as well as its work load,
the Branch Post Master is assisted by Extra Departmental Delivery Agents or (EDDAs )
for delivery of mail.
5.2.4 EDBOs are generally operated by a two man team consisting of an Extra
Departmental Branch Post Master and an Extra Departmental Delivery Agent (EDDA in
short). Some EDBOs are run by a three man team also while a few are single hand
operations. Each BPM gets a salary plus allowances of approximately Rs. 2100 p. m,
while EDDA gets an average salary in the region of Rs. 2200 p.m. The approximate cost
of running an EDBO has been worked out at Rs. 55,600 per annum (Rs. 4,630 p.m.) by
the Department of Post.
5.2.5 For carriage of mails between the accounts office and the branch post office
depending upon the local justification there may also be an Extra Departmental Mail
Carrier. In the hilly areas and also in the remote rural areas there is a chain of ED Mail
Runners, whose job is to convey the mailbags between the account office and the branch
offices as well as other offices enroute.
5.2.6 An EDDA is attached to a branch post office (BO) and is responsible mainly for
delivery of mails. However, depending upon the workload, there are numerous cases
where EDBPM himself works as EDDA and draws additional allowance known as
Combined Duty Allowance.

5.2.7 For an EDDA minimum prescribed qualification is standard VIII, though preference
may be given to Matriculation.
5.2.8 An EDDA on his delivery beat performs the following functions:
• Delivery of ordinary mail, MO and registered letters.

• Sale of stamps and stationery and MO forms,
• Clearance of letter boxes
• An EDDA is authorized to collect registered and ordinary articles,
given by the residents of the village for posting. The EDDA carries a
Book of Receipts, which is used to give an acknowledgement for
the registered articles collected
5.2.9 EDDA also maintains a visit book, which is signed by responsible residents of the
village in token of his having visited his beat regularly and satisfactorily.
5.2.10 Historically, the institution of Branch Post offices was introduced in 1867. A large
portion of these offices were manned by School masters, Station masters, Government
pensioners, Village headman, Maulvis, Munshis and Gurus who received a small
allowance for discharging postal functions. This was an inexpensive way of extending the
postal network.
5.2.11 Over a period of time the number of such Extra Departmental Agents has
increased from 7925 in the year 1901-02 to 1,29,472 as on March 2003. Their
composition has also changed over a period of time and today School Masters, Station
Masters are not appointed as ED agents.
5.2.12 Extra Departmental Branch Post Offices are privately owned. They operate out of
premises owned or rented by the local Post Master. The maintenance is allowed at the
maximum rate of Rs. 50 per month. It is quite common to see these EDBOs operate from
the premises of a local stationery shop or a general merchant shop. However, in some
cases the EDBOs were operating from a sweetmeat shop or even a workshop without any
table / counter which we feel, is not desirable

5.3. ANALYSIS OF EDBO OPERATIONS
5.3.0 It is found that almost 57% of EDBOs covered under the study were found to be
performing below the acceptable norms of the department.
5.3.1 Following table indicates the summary of sales performance:
TABLE – 3
NO. of EDBOs in different states

Sales Bihar Punjab Orissa Kerala Himachal Rajasthan Total
Less than Rs.100 14 -- 5 -- 2 29 50
p. m 16.9% 7.1% 8% 31.5% 14.45 %
Between Rs. 27 3 10 1 7 23 71
101–250 p. m 32.5% 9.4% 14.3% 2.3% 28 % 25 % 20.52 %
Between Rs. 251– 21 5 25 1 3 24 79
500 p. m 25.3% 15.6% 35.7% 2.3% 12 % 26.1% 22.83 %
Between Rs. 501– 15 5 21 1 5 7 54
1000 p. m 18.1% 15.6% 30 % 2.3% 20 % 7.6 % 15,60%
Above Rs. 1000 6 19 9 41 8 9 92
p. m. 7.2% 59.4% 12.9% 93.1% 32 % 9.8 % 26.60 %
Total (Nos.) 83 32 70 44 25 92 346
Percentage 100 % 100 % 100 % 100 % 100 % 100 % 100 %

5.3.2 Following is the graphical representation of the sales performance of EDBOs
Monthly sale of postage by EDBOs

Less than
Rs.100 p.m
Above
Rs.1000 p.m 14%
27%
Between Rs.101
to Rs 250 p.m
20%
16%
23%
Between
Rs.501 to Rs.
1000 p.m
Between Rs.251 to
Rs 500 p.m
5.3.4 According to the cost norms prescribed by the Department of Posts, EDBOs are
expected to earn at least 33 1/3 % of their cost in normal areas and 15 % of the cost in
hilly, desert and remote areas.
5.3.5 The average cost of a two men operated EDBO has been estimated at Rs. 4,600
per month by the Department. Accordingly, all EDBOs are expected to earn at least Rs.
1380 in normal area and Rs. 690 in hilly, desert and remote areas to fall within the cost
norms.
5.3.6 A quick glance at the table above will show that while most of the EDBOs in Kerala
(93 %) and Punjab (60 %) have an earning of Rs. 1000 per month and above and thus
meet the cost norms, the case is just the opposite in Bihar, Orissa and Rajasthan. Most of

the EDBOs in these states are unable to reach even 10 % of the cost norms. In Himachal
Pradesh it is a 50:50 situation.
5.3.7 Almost 75 % of the EDBOs in Bihar earn less than Rs. 500 per month. Only 7 % of
the EDBOs meet the minimum cost norms. The rest 18 % are somewhere in between.
Same is the case in Rajasthan. Here too nearly 82% of the EDBOs do not meet the cost
norms of the desert and remote areas. Only 10 % meet the cost norms and the rest 8 %
are somewhere in between.
5.3.8 Similarly, 57% in Orissa and 50% in Himachal Pradesh do not meet the cost
norms prescribed by the Department.
5.3.9 Of course, this is only the broad picture and before taking any major decision each
case must be examined individually. Some of the points which should be taken care of
while doing detailed cost analysis are as follows;
a) EDBOs are expected to collect and deliver mail to and from the villages
assigned to them. How to reflect the cost involved in this key operation?
b) Many EDBOs are successful in attracting other business like Saving Bank
accounts and RPLI (Rural Postal Life Insurance). It has been found that where
normal postal activity is low, the number of saving bank accounts and RPLI
accounts is also very low. Many EDBOs have complained that they have no
such accounts because the local population prefers to deal with Sub–Post
Office for money matters, even if it is located further away, since DSO is perceived
as safer, being government owned (Sarkari)
5.4 SCOPE FOR IMPROVEMENT
5.4.0 There is considerable scope for reorganization / relocation of existing EDBOs.

Such an organizational restructuring would have to be done over a period of time after
making a thorough study of the postal facilities available and the needs of the community.
5.4.1 Following example illustrates one approach which has been successfully
implemented in North Karnataka circle on how post office work can be reorganized and

made more efficient with manpower redeployment within the jurisdiction of a single
Accounts office / DSO and optimum use of manpower.
5.4.2 In the above example there are 10 EDBOs under one DSO. The total staff strength
is as follows:
Original After redeployment
EDBOs = 10 10
DAs = 4 1
MCs = 2 5
Total = 16 16
5.4.3 In the above example postal authorities were able to redeploy 3 DAs on MC
duties. Each mail carrier was given a cycle to deliver mail in a circuit up to a distance of 16
kms. This redeployment has saved the post office a lot of money in subsidy provided to

other agencies (like bus etc.) for carrying mail bags. A rough estimate of the savings
made in this one single redeployment shows a saving of nearly Rs. 40,000 per year.
5.4.4 After restructuring, EDBOs and PSSKs can be made useful in promoting new
value added services like collection and payment of utility bills, disbursement of loans /
money orders, etc.
5.5 INNOVATIONS PROPOSED
5.5.0 There is also need to look for innovative ways of franchising the basic postal
services in rural areas with a view to ensuring maximum coverage at minimum cost.
Introduction of ‘Licensed Postal Agents’ in the rural area could be one option.
5.5.1 A serious re-look is required at each and every EDBO in the country with a view to
improve the efficiency of operation and reduce the cost of postal service.
5.5.2 We suggest following measures:
a) All the EDBOs who do not meet the cost norms should be given a target to
achieve failing which they may be closed and / or replaced by PSSKs which
is a low cost option.
b) SSPs should take initiative to revitalize the whole system by conducting training
& motivational workshops for the departmental field staff & EDBOs for getting
better results. They should also interact with the villagers frequently to know their
difficulties so that the same can be resolved in proper and effective manner.
5.5.3 Another low cost option is opening of ‘Licensed Postal Agents’ in their place. We
already have a system of Licensed Postal Agents in urban areas. This concept can be
extended to the rural areas with following changes:
1. Licensed Postal Agents in rural area must provide a counter space to

undertake the services.
2. He / she will work on a retainer / fixed allowance cum commission basis,
similar to PSSK agent.

3. Unlike the PSSK the appointment and reporting of the Licensed Postal Agent
will be totally under the control of the Department.
4. Licensed Postal Agent will be expected to collect and deliver mail in the area
assigned to him. He will also liaise with the nearest DSO. For this he will be
paid an allowance of Rs. 600 per month (same as PSSK).
5. Apart from the fixed allowance, Licensed Postal Agent will earn a commission
on all postal operations i.e. on sale of postage stationery, on collection &
payment of utility bills, on operation of saving bank and RPLI accounts and on
all other services operated by Post Office.
6. Licensed Postal Agent will also be permitted to run a PCO operation under his
control from the same premises and may have an internet kiosk in due course
of time.
7. Preference may be given to young, educated, energetic and unemployed youth
in selection and appointment of Licensed Postal Agents.
5.5.4 We feel that with suitable safeguards, more and more value added business could
be transacted through these ‘Licensed Postal Agents’, which will add to the
revenue of the Department and reduce financial deficit.
• A pilot study may be commissioned in at least one district of one state in each zone of the
country to examine as to how post offices can be reorganized / relocated for efficient and
optimum use of manpower.
• Department should think of franchising basic postal services in rural areas to ensure
maximum coverage at minimum cost.

CHAPTER – 6
ROLE OF PSSKs
6.1 PSSY SCHEME
6.1.0 It was in the 9th plan that a change in strategy was proposed which envisaged
setting up of Panchayat Sanchar Seva Kendras in remote and far flung areas with the twin
objective of keeping the government expenditure to the minimum but accelerating the
increased access to the services. Under this scheme Gram Panchayat is to provide
accommodation and appoint a suitable person appointed by the department as Sanchar
Kendra Agent (SKA) approved by the Department. Under the scheme Panchayat is
responsible for the functioning of the Panchayat Sanchar Sewa Kendra and ensuring
financial discipline and propriety. Operation of these services is done on commission
basis.
6.1.1 These Sanchar Kendras have fixed working hours and run for approximately three
hours a day on all working days. They do not open on Sundays and other holidays as
declared by concerned Postal Circle.
6.1.2 Sanchar Kendra Agent (SKA) is given a fixed allowance of Rs.600 per month for
providing counter services and for collection, conveyance and delivery of mail. In addition
he gets commission on sale of postage as admissible.
6.2 FUNCTION OF SANCHAR KENDRA AGENTS (SKA)
6.2.0 Sanchar Kendra Agents are expected to provide following functions
i) Sale of postage stamps and stationery

ii) Booking of registered letters except V.P and insurance articles
iii) Grant of certificate of posting

iv) Collection, conveyance and delivery of mail within gram Panchayat village,
where possible.
v) Propagation of National saving Scheme and postal life insurance scheme
in a manner prescribed by divisional Superintendent.
6.2.1 Earlier, SKAs were also involved in the operation of Mahila Samridhi Yojana but
this has been stopped.
6.2.2 STD / Panchayat Phone:
The Sanchar Kendra Agent can also be entrusted with operation of STD/PCO/Panchayat
Phone subject to fulfillment of eligibility criteria and norms and conditions laid down by the
Department of Telecommunications. The procedure for accounting of STD / PCO /
Panchayat phone is separately prescribed by DOT and its accounts are to be kept
separately.
6.3 OPTIONAL FUNCTIONS:
6.3.0 Sanchar Kendra Agent can also be authorised to collect the mail from the Account
office or specified Transit office and deliver the same to the addressees located within the
jurisdiction of Gram Panchayat in cases where no additional cost / creation of post is
involved and there is a delivery advantage,
6.3.1 The above functions and responsibilities were only connected with the first phase
of implementation of Panchayat Sanchar Seva Yojana but additional functions connected
with other post offices and SB Agency functions can also be added later after the first
phase is fully implemented. The idea behind the scheme was not only to provide basic
postal and SB facilities to Gram Panchayat villages but also to later utilize these Kendras
for performing non-postal functions within the village as a part of Government attempts at
giving a single window service.
6.3.2 Propagation of small saving schemes and PLI:
The SKA could separately apply to Regional Director National Savings Organisation
(NSO) for being appointed as agent for Small Saving Schemes, if he so desired and could
act as an Agent subject to approval / permission by the regional director, National Savings

Organisations. Other things being equal, preference can be given to SKA for appointment
as agent for Small Saving Schemes.
6.3.3 Progress of the Scheme:
The Panchayat Sanchar Seva Yojana was first introduced in the States of Orissa,
Karnataka, Himachal Pradesh, Uttar Pradesh, Bihar & Gujarat in 1995-96, to provide
basic postal facilities at a reduced cost to the Department.
In 1995-96 against a target 509 a total number of 497 Panchayat Sanchar Seva Kendras
(PSSKs) were started. In 1996-97 the scheme was extended to Haryana, Madhya
Pradesh, Maharashtra, Punjab and Rajasthan and a target for opening 250 Panchayat
Sanchar Seva Kendras was fixed. Against this target, 173 PSSKs were opened. In 1998-
99, a target of 1000 PSSKs was proposed for the Plan year. Against this physical target
only 224 PSSKs could be opened.
6.4 NEED FOR REVIEW:
6.4.0 The performance of the PSSKs has been closely monitored and feedback in this
regard was continuously taken from the Circles where it was functioning. The information
received from various field units regarding performance of the scheme indicated that
hardly any transactions had taken place in the PSSKs opened. So far, response to the
scheme is not encouraging. Not only were the targets fixed not achieved, but also some
PSSKs have been closed down due to lack of business.
6.4.1 It was against this background that the Panchayat Sanchar Seva Yojana was not
taken up under the plan scheme of Expansion of Postal Network while the 9th plan was
being formulated and therefore, no targets were proposed under the scheme.
6.4.2 Renewed efforts comprising of a two pronged strategy were made by the
Department to popularize the scheme, as desired by the Standing Committee on
Communications.

6.4.3 Unfortunately, in spite of the various initiatives taken, the progress of the scheme
has been rather slow as can be seen from the figures given in the following table
Year No of PSSKs opened

( Achievement up to Jan. 02)
1995 – 96 441
1996 – 97 208
1997 – 98 1
1998 – 99 224
1999 – 2000 486
2000 – 2001 2005
2001 – 2002 2042
2002 -- 2003 1482
6.4.4 From the above table it is apparent that only in last two years a reasonable
numbers of PSSKs have been opened and the scheme has failed to live up to the
expectations. Planning commission and Department of Post therefore feel that there is an
urgent need to review the scheme and assess its validity. Apparently the scheme has not
been able to create sufficient interest in the potential Sanchar Kendra Agents (SKAs) and
the Panchayats. The reasons for this need to be examined and suitable action proposed.
They have suggested that independent evaluation of the whole scheme be undertaken by
an external agency
6.4.5 Panchayat Sanchar Seva Kendras, PSSKs are the low cost option used for
expanding the rural postal network in the rural and remote areas, to create postal counters
in Gram Panchayat Headquarters, which are still without a Post Office. PSSK scheme
was launched in September 1995.
6.4.6 The basic idea of the scheme was to provide a nodal point for retailing some
facilities like sale of stamp and postal stationery, booking of registered articles, etc, and
delivery of mail where feasible through network of Panchayat Sanchar Seva Kendras.

6.4.7 Under this scheme, the local Panchayat is supposed to provide infrastructure such
as table, chair, counter space etc. and the Department is supposed to reimburse the
monthly allowance and commission earned by the Agent. The scheme is to be
implemented by Gram Panchayat through an agent to be appointed by them.
6.4.8 So far 6,400 PSSKs have been opened in different parts of the country. A PSSK
agent gets a monthly allowance of Rs. 600. In addition he can earn commission on the
operation of saving schemes and RPLI etc. The cost of operating a PSSK has been
estimated at Rs. 775 per month or Rs. 9,300 per year, which is substantially less than
operating cost of an EDBO i.e. Rs.55,000.
6.5 ANALYSIS OF PSSK OPERATIONS
6.5.0 Our study team visited 67 PSSKs in sampled states as follows:
State PSSKs
Kerala ---
Bihar 35
Orissa 12
Rajasthan 08
Himachal Pradesh 06
Punjab 06
--------
Total 67
---------
6.5.1 It may be noted that Kerala does not have any PSSKs. List of PSSKs visited and
detailed data relating to their performance is given in Annexure.

6.5.2 Following table indicates the summary of sales performance:
TABLE - 3
NO. of PSSKs in different states

Sales Bihar Punjab Orissa Kerala Hima Rajas Total
chal than
Less than Rs.100 ---- ---- ---- ---- 1 2 3
p. m ---- ---- ---- ---- 20% 40% 6.1%
Between Rs. 2 1 2 ---- ---- 1 6
101–250 p. m 8.3% 33.3% 16.7% ---- ---- 20% 12.2%
Between Rs. 251– 3 ---- 1 ---- 4 ---- 8
500 p. m 12.5% ---- 8.3% ---- 80% ---- 16.3%
Between Rs. 501– 7 ---- 1 ---- ---- 2 10
1000 p. m 29.2% ---- 8.3% ---- ---- 40% 20.4%
Between 5 2 2 ---- ---- ---- 9
1001 – 3000 p.m 20.8% 66.7% 16.7% ---- ---- ---- 18.4%
Between Rs. 1 ---- 4 ---- ---- ---- 5
3001–5000 p m 4.2% ---- 33.3% ---- ---- ---- 10.2%
Between 4 2 ---- ---- ---- 6
5001- 10000 p.m 16.7% 16.7% ---- ---- ---- 12.2%
Above 2 ---- ---- ---- ---- ---- 2
Rs. 10000 p. m. 8.3% ---- ---- ---- ---- ---- 4.1%
No record 11 3 ---- ---- 1 3 18
available *
Total (Nos.) 35 6 12 ---- 6 8 67
* Percentages above have been calculated after ignoring those PSSKs which were
visited but where no record was shown.

6.5.3 Following graph indicates the sales performance summary of PSSKs.
Income of PSSKs
Above Rs.10000 p.m less than Rs 100 p.m
Between Rs 5001 6.1%

4.1%
to Rs 10000 p.m
1 2.2% 12.2% BetweenRs101 to
Rs 250 p.m
Between Rs 3001 to
Rs 5000 p.m
10.2%
Between Rs 251 to
16.3% Rs 500 p.m
Between Rs 18.4%
1001 to Rs
3000 p.m 20.4% Between Rs 501 to
Rs 1000 p.m
6.5.4 The sale proceeds of 18.3 % of the PSSKs are below Rs.250 per month. These
need closer attention. Poorly performing PSSKs are mainly in Rajasthan (60 %) , Punjab
33.3% Himachal Pradesh (20 %), Orissa (16.7 %) and Bihar (8.3%) .
6.5.5 The rest 81.7 % of PSSKs have sales above Rs. 250 per month and can be
considered satisfactory, since apart from selling postal stationery they are also
carrying out the function of collection, conveyance and delivery of mail within Gram

Panchayat village. Their allowance of Rs. 24 per day (Rs. 600 per month) would not
be sufficient to employ EDDA for undertaking the above functions.
6.6 VIEWS OF PANCHAYAT AUTHORITIES
6.6.0 During our field visit to the PSSKs, either Sarpanch or a member of the Gram
Panchayat was interviewed and his comments / suggestions were sought. Most of them
seemed satisfied with the service provided by the SKAs. However, they did suggest that
some additional services can be provided through the PSSKs, such as booking and
delivery of money orders & registered letters, sale of postal orders, propagation of saving
schemes / RPLI, etc.
6.6.1 Many of them expressed their difficulty in providing suitable accommodation to

PSSK. Some could provide only a table and chair.
6.6.2 As regards the payment of remuneration to the SKA though the same is to be paid
through Gram Panchayat a number of them admitted that they collect their payment
directly from the account office (normally Sub-PO) concerned.
6.6.3 General impression is that Panchayat authorities take little interest in day to day
functioning of PSSKs and there appears to be no advantage in having PSSKs under the
control of Panchayats.
6.7 PROBLEMS RELATING TO PSSK OPERATIONS
6.7.0 There is other side of the problem too. Almost 59.2 % of the total PSSKs have
sales more than Rs. 1000 per month. In Bihar almost 8.3% of the PSSKs have sales more
than Rs. 10,000 per month and further 41.7 % have sales between Rs. 1001 - Rs.10, 000
per month. This is rather alarming since these figures are not compatible with the
quantum of mail handled in their respective areas.

6.7.1 It is quite possible that this reflects the sales diverted through PSSKs for earning
higher commission and is probably being done as on organized racket in collaboration
with the local postal staff. This needs further investigation.
6.7.2 On the other hand one would appreciate that the SKA is being paid only Rs.600
per month out of which he spends on the bus fare where required for carrying mail to the
DSO and back. Also why the PSSK cannot be affiliated to the nearest EDBO?
6.7.3 Case study

A case at point is that of a PSSK at village Danda Pagar, which is affiliated to DSO at
Paonta Sahib which is almost 20 km south of PSSK. The SKA travels daily to the DSO
and back mostly by bus paying for the bus fare himself. Then his area of delivery of mail is
in the north of Danda Pagar. All this is not only time consuming but also leads to lot of
fatigue preventing the SKA from completing his beat. It was observed that there is a BO
just 5 km north of this PSSK on the main road. If the PSSK at Danda Pagar is affiliated to
this BO, travel to Paonta Sahib can be avoided besides making it more convenient and
economical for the SKA and giving him more time to complete his beat.
6.7.4 One of the major problems with PSSKs is the lack of supervision by Postal
authorities.
Para 9.3 sub–para (c) of the Instructions for Panchayat Sanchar Seva Yojana issued by
the Department of Posts (Planning Section) dated 11- 09 -95 states “The divisional office
will be responsible for the overall supervision , inspection and control of Panchayat
Kendra ------“. However, postal authorities believe that PSSKs are to be controlled by the
Panchayats only and no supervisory effort is required from the Postal Department.
6.7.5 A quick look at the agreement signed between the Gram Panchayat and the
Department of Posts reveals clearly that PSSKs must work under the overall supervision
of Senior Superintendent of Post (SSP) who is the final authority in all administrative and
service matters relating to PSSKs. No PSSK agent can be appointed without the prior
approval of SSP.
6.7.6 Thus it becomes the responsibility of SSP to exercise administrative control and
ensure that PSSK agents perform the work assigned to them satisfactorily.

• The ninth plan envisaged setting up of PSSKs in Gram Panchayat villages as a low cost
option.
• PSSK is to be run by Sanchar Kendra Agent for three hours a day.
• The progress of the scheme has been rather slow
• 18.3% of the PSSKs have a sale of below Rs 250 p.m
• Poorly performing PSSKs are mainly in Rajasthan (60%), Punjab (33.3%), Himachal
(20%), Orissa (16.7%) and Bihar (8.3%)

CHAPTER – 7
FINANCIAL SERVICES OF POST OFFICES
7.1 POSTAL SAVING SCHEMES IN THE RURAL AREAS
7.1.0 It was observed during the study that most of EDBOs and PSSKs in the rural
areas do not have sufficient work load. Due to lack of financial incentives, most of them
hesitate to promote postal financial schemes such as saving bank accounts & RPLI and
treat it as extra work or ’BEGAAR’ not worthy of their extra effort. They appear to be
happy with the guaranteed monthly salary for the little amount of postal work they have to
perform.
7.1.1 Looking it from the angle of Department of Post it appears as a waste of

opportunity created, while having a large network at a huge cost to taxpayer. In order to
make better use of the network the strategy for the department should be to utilize its
network for providing a host of services on behalf of other departments. One such area
already exists in terms of financial services which department undertakes on behalf of
Government of India. On all these services department earns commission, which adds to
its revenue.
7.1.2 The most popular postal financial schemes in rural areas appear to be:
1. Saving Bank Account (SB)

2. Recurring Deposit (RD)
3. Rural Postal Life Insurance (RPLI)
7.1.3 Kisan Vikas Patras / Indira Vikas Patras / National Saving Certificates do not
fare in the list of services offered by many rural post offices. We were surprised
when told by many EDBOs that they are not authorized to sell them.
7.1.4 The saving bank is the single largest source of revenue for the department. During
the year 2001 – 2002, it fetched revenue of Rs 1496.75 crores. With customer base of
20.96 crore account holders with annual deposits exceeding Rs 2,54,744 crores in
the year 2001- 02 a branch network double in size of all its bank branches put

together and a diverse product range, the post office saving bank is the largest
retail banking system in the country.
7.1,5 However, its expansion is restricted due to administrative problems such as

inadequate financial powers of BPM. A BPM can handle cash only up to Rs.2000/- that
too with prior notice of 2 days). It takes between 5 to 15 days for getting a saving bank
pass book from post office. There are problems both with cash deposit and cash
withdrawal (if a large amount of cash is deposited at one time BPM has to deposit at the
nearest DSO the same day. He / she feels insecure in carrying large amount of cash to
DSO by bus / any other public transport in the evening).
7.1.6 If these and other administrative problems are resolved and some effort is made to
promote postal saving schemes in the rural areas, both amount of deposit with the
government and revenue generated by department can multiply several times.
7.2 RPLI SCHEMES
7.2.0 Similar is the case with RPLI (Rural postal life insurance). The department of Post
earned revenue of Rs 42.86 crore from 20.08 lac accounts.
7.2.1 Our team found that many EDBOs have no RPLI accounts at all, and some are not
aware of them at all. RPLI scheme needs an active promotion by the Department of Post.
During survey it was found that in the Jalandhar District of Punjab a special drive was
launched to promote RPLI. As a result the district was able to garner a business in excess
of Rs. 16 crores in six months. This just shows that potential exists.
7.2.2 We have also been informed by the department that similar promotional efforts in
Tamil Nadu have resulted in generation of business of Rs 200 crores last year and they
estimate that a potential for raising it to Rs 1000 crore exists within this year.
7.2.3 Bihar is another case in point where though the sale of postal stationery is less,
more and more people in rural areas are opting for RPLI schemes. Partly this has been
caused by fear of lack of security. We feel that with proper promotion, Bihar can generate
a large volume of business for RPLI schemes for the Department.

7.3 SCOPE FOR REVENUE AUGMENTATION
7.3.0 We need to emphasize that selling postal schemes requires special training &
aptitude. The present lot of BPMs is not trained properly to service and promote the postal
saving schemes. Many of them have stated that they are not allowed to sell Kissan Vikas
Patras and National Saving Certificates, for which lot of potential exists.
7.3.1 It is with this background that we have earlier recommended that a scheme of
‘Licensed Postal Agents’ should be extended to rural areas as well.
7.3.2 It should be the aim of the department to generate enough revenue from
financial service to offset losses incurred in normal postal services.
7.3.4 Many technological changes including use of VSAT network are being planned by
the department which should make the expansion of services easier. However, the difficult
element of retraining manpower and enhancing the quality of available human resource
could create problems for the department, if not properly tackled.
7.3.5 Post offices worldwide are getting involved in providing new revenue generating
services. We too, in India, have several opportunities which can be exploited.
7.3.6 The main opportunity arises from expansion of telecom network and expansion of
rural electrification. Post offices can generate large chunk of revenues from collection of
payment for utility bills on behalf of their parent organizations.
7.3.7 Our study shows that most of the beneficiaries are willing to pay between Rs 5 to
10 per bill for the facility of paying them at post offices. Not only it saves them money for
going to the nearest town, it is much more convenient. They save considerably on time
(anywhere between few hours to whole day) and hassle of standing in the queues.
7.3.8 Post offices worldwide are getting in to cash management money orders, postal
orders, International money transfer, Saving certificates, Credit cards, Mortgages,
Insurance activities such as life, health, travel, home, accident & motor insurance,
Pension services , information services, consumer loans and so on.

7.3.9 Our Prime minister has also recently announced a proposal for disbursement of
farm loans through post offices.
7.3.10 As far rural sector is concerned, there is enough scope for increasing the
traditional services offered by post offices and making a better use of the available
network.
• RPLI, SB / RD accounts are popular postal financial schemes.

• KVP / IVP / NSC do not figure in the list of rural postal services.
• SB accounts fetched Rs 1496.75 crores in 2001-2002. Its expansion is restricted due
departmental delays and inadequate financial power of BPMs.
• RPLI business is growing rapidly. However the Department does not get similar
commission as given to LIC agents.
• In the north, Punjab did a business of over Rs.100 crores in RPLI and in south Tamil Nadu
did a business of Rs 600 crores.

CHAPTER – 8
PROBLEMS OF SUPERVISION
8.1 SUPERVISION SCENARIO
8.1.0 The supervision of EDBOs is exercised through a system of Mail Overseers and
Inspectors. There is hardly any supervision of PSSKs in any of the states.
8.1.1 PSSK was envisaged as a low cost postal service to be provided in remote
villages and far flung areas without having to open a post office. This is supposed to be
totally one man show. However, sort of dual control seems to have caused some
confusion in the minds of the postal staff which has abdicated its hold over the PSSKs.
Though the SKA is appointed on the recommendation of the Panchayat members or the
Sarpanch yet nothing stops the postal staff specially the Mail Overseers to exercise full
control over the SKAs but the same is not being done.
8.2 MAIL OVERSEERS AND THEIR PROBLEMS
8.2.0 Mail Overseers are appointed from the rank of post man on the basis of age and
seniority. Thus most of the mail overseers are quite old and nearing their retirement. It
seems that the mail overseers and inspectors are not doing full justice to their job
otherwise many EDBOs which are operating below the cost norms without any
justification, would have either improved their performance or would have been closed by
now.
8.2.1 Mail Overseers remain mostly in the field visiting various EDBOs as many of them
have 20 to 30 EDBOs under them. They have to travel to EDBOs located in rural, remote
and inaccessible areas. Their job involves extensive traveling and is physically
demanding.
8.2.2 During our study of EDBOs in Lahul valley, the mail overseer was from Mandi
division of Himachal Pradesh. He traveled with us up to Keylong, Udaipur and Tirlokinath
which were the limit of his jurisdiction, a distance of nearly 150 Kms across series of

difficult valleys crossing Kullu valley, Manali, Rohtang Pass, Khoksar and Sissu. This is a
typical situation prevalent in most of the postal divisions across the country.
8.2.3 It is obvious that mail overseer cannot cover all the EDBOs even once a month.
During his field visits, mail overseer has to often rely on the hospitality of the local post
master since hotel facilities are almost non-existent and the bus service poor in the small
towns and villages where these EDBOs are located.
8.2.4 His present travel allowance is insufficient to cover his travel expenses even
at the bare minimum level. In addition, there is always an inordinate delay up to
three months in the reimbursement of TA/DA from the accounts office making his
task more difficult.
8.2.5 Thus, there is little motivation for him to go around all BOs and do his job
sincerely. It was also observed that postmen are promoted as mail overseer but there is
much less glamour or respect in the job due to reduced public dealing. As this promotion
comes towards the tail end of the service, the job loses its charm and the individual is left
frustrated.
8.2.6 Inspectors who have the real authority over EDBOs, travel even less. They mainly
depend on the mail overseers for the feedback and exercising supervisory control. As per
the present policy, they inspect the EDBOs once a year only. All this leads to a very
ineffective supervision and control of EDBOs.
8.2.7 The communication channels between department of post and their EDBOs are
mostly formal and there is very little motivational effort when it comes to promoting new
schemes and taking on more responsibility.
8.2.8 Mail overseers being senior postmen with long experience in the post offices
are very knowledgeable about the affairs of EDBOs and post offices in their area
and thus wield considerable influence on the administration.
8.2.9 However, their close proximity with local postmasters also compromises their
position making it difficult for them to make any objective assessment and recommend
punitive action in case the same becomes necessary.

8.2.10 Therefore, for better and effective supervision, it is desirable that the supervisors
are capable, efficient and a motivated lot. They should be given proper TA / DA and the
payments should be made within a reasonable period of time. Their dignity and status
should be restored so that they can do their job sincerely and with a sense of pride.
8.2.11 The overall impression of our team is that the supervision of EDBOs and PSSKs,
as at present, is totally inadequate and requires thorough revamp.
8.2.12 Our suggestion is that a new cadre of ‘Mail Overseers’ should be created
within the Department. Their grade should be marginally higher than that of a Post
Man. They should also have a provision for being paid TA / DA at reasonable rates
commensurate with the current cost of living.
8.2.13 Mail Overseer should be the main link between the officers at the division level
and staff at EDBOs and PSSKs. He should encourage EDBOs and PSSKs under his
control to perform better. Mail Overseers should keep a close check on their activities and
ensure that there are no lapses in the delivery of services. They should also periodically
check the accounts and reconcile pass book of the depositors and book entries in the
office regularly to ensure that accounts are kept up to date each day.
8.2.14 This cadre should be manned by Postmen who are young and energetic and
willing to travel on nearly all working days in a month. This cadre should be given
extensive initial training and refresher training during their tenure, for which suitable
training modules should be developed by the department.
8.2.15 Alternately, those candidates who appear and pass the IPO examination but are
unable to make the cut-off in the merit list, may be offered the post of a Mail Overseer in
the selection grade. It is also suggested that there should be upper age limit of around 45
years for service as Mail Overseer. Thereafter, they may be transferred back to the
general duties in the post offices / divisions as Supervisors / Assistant Inspectors. This
would ensure that the Mail Overseers in the field are physically active and motivated lot.
8.2.16 It has been noticed that almost in every district of Bihar, the delivery of money
order gets inordinately delayed. It is almost a standard practice here to deliver a money
order after one or two months of receipt that too after repeated reminders by the
beneficiary.

8.2.17 It is generally believed that during this period of delay, the money received is put
into irregular circulation to earn interest income for the EDA and his colleagues.
8.2.18 The cases of delays in reconciliation of financial ledgers and financial irregularities
have been reported from the state of Kerala as well. This shows a lacuna in supervision.
• Supervision of EDBOs is exercised through male overseers / Inspectors. Mail overseer is

the key link in the rural postal system.
• Mail overseer remains mostly in the field as they have 20 – 30 EDBOs under them. The job
involves extensive traveling in remote areas.
• Present TA is insufficient and TA claims take a long time for settlement.
• Little motivation for him to cover all the EDBOs.
• Important suggestion has been made to create a new cadre for the Mail Overseer.
• Hardly any supervision of PSSKs is being done.

CHAPTER – 9
SCENARIO IN DIFFERENT STATES
9.1 RAJASTHAN POSTAL CIRCLE
Jurisdiction : State of Rajasthan
Area : 3,42,239 sq. km.

Population : 5,64,73,122
Regions 06
Postal Circles 03
Head Post Offices 55
Departmental Sub Offices 1396
Extra Departmental Sub Offices 101
Extra Departmental Branch Offices 8882
Total Number of Post Offices 10434
Number of Rural Post Offices 9630
Number of PSSKs 80
9.1.1 Rajasthan is one of the border states of India, sharing India’s frontier with Pakistan
on the west and northwest. Punjab bounds it in the north, Haryana and Uttar Pradesh on
the east and northeast, Madhya Pradesh on the south and south east and Gujarat on the
southwest.
9.1.2 Rajasthan is one of the few states of India that shows great contrast from one area
to another. This disparity is noticeable in respect of climate, soil, vegetation, mineral
resources etc.
9.1.3 The state may be divided in to 6 regions, (1) Western arid region (2) Semi-arid
region (3) South Eastern region (4) Chambal ravines (5) Aravalli region and (6) Eastern
region.

9.1.4 The state is divided in to 32 districts, 87 sub districts and 211 tehsils. Jaipur is the
most populous district with a population of 52,52,388 whereas Barmer is the largest with
an area of 28387 sq km.
9.1.5 Rajasthan state has 3 Postal Circles namely Jaipur, Ajmer and Jodhpur. Average
area served per Post Office is38.85 sq km. and average population served per Post Office
is 4213 persons.
• Most of the BPMs in Rajasthan are non matriculate and are generating little revenue.
• Most EDBOs are yet to receive instructions for collection of telephone bills.
9.1.6 During the visit to the EDBOs the following points were observed
a) Performance of the EDBO depends on the education and smartness of the

BPM. Most of the BPMs were found to be non matriculates. They were either lazy
or just not interested in their work. Perhaps the job being non transferable gives
them enhanced sense of security. Many BPMs were quite old and are there for the
last 20 – 30 years. The active and efficient BPMs have been able to generate
good business for the department but their number is rather low.
b) BPMs of EDOs located in drought affected areas will have to put in extra effort to
generate business.
c) BPMs must exploit the presence of high schools, colleges, banks and offices in
and around their respective villages to generate business.
d) It seems that most of the BPMs / EDDAs are appointed merely at the
recommendation of the mail overseers / inspectors so long they fulfill basic
requirements. In Gomat village (Jaisalmer), after the death of the BPM, the
EDDA Sh. Amdeen was appointed as BPM even though he has studied up to
class V only.

e) Delay in replacement of BPMs in EDBOs is a major cause for decline in business

and inefficiency in service. The result is that EDBO is hardly doing any business
even when the population of the village is around 2500.
f) Barring a few, most of the EDBOs are yet to receive instructions for collection of
telephone bills. Also feasibility of collection of electricity bills may be looked into as
requested by most of the villagers.
9.1.7 On the whole rural postal system in Rajasthan suffers due to constant drought and
poor caliber of Extra Departmental Staff. Thus many of the non-performing EDBOs
can be replaced by PSSKs.
9.2 HIMACHAL PRADESH POSTAL CIRCLE
Jurisdiction : State of Himachal Pradesh including Lahaul Spiti
Area : 55673 sq kms

Population : 60,77,248 ( 2001 Census )
Districts : 12
Head Post Offices : 18
DSOs : 444
EDSOs : 18
EDBOs : 2295

Number of PSSKs 205
9.2.1 Himachal Pradesh is almost entirely mountainous with altitudes ranging from 460
to 6600 metres above sea level. The state has 12 districts. Lahaul Spiti in the north is the
largest district having an area of 13,835 sq kms whereas Kangra is the most populous one
having a population of 13,38,536 as per 2001 census.
9.2.2 Agriculture and horticulture are the mainstay of Himachal’s economy as 71 per
cent of people are engaged in these pursuits. These along with tourism are the main
sources of income for most of the people and they are quite well off. As it is one does not
come across much of poverty.

9.2.3 There has been revolutionary progress in the telecommunication network in the
state during the last decade. Telephone has entered majority of the houses even in
remote villages and telephone calls within Himachal are treated as local calls. However,
this has adversely affected the postal business as people find it more convenient to use
telephones than exchanging letters as the former is the fastest means of two way
communication whereby one can exchange latest news.
• Himachal Pradesh has good telephone network and being a hilly state, demand for Postal
Service is low.
• In Mandi and Kangra districts some EDBOs are doing good business because a bank or a
school is located nearby.
• Most PSSKs here are not functioning up to the desirable level.
9.2.4 With sale of postage having gone down, most of the EDBOs are not generating
sufficient revenues. Booking of registered letters and money orders is also very little. Sale
of postage stationery is slightly better in villages where there is a bank high school or any
other institution nearby. Many of the EDBOs in Mandi and Kangra districts have an
average sale in excess of Rs. 1200/- p.m. maximum being Rs. 3000/-. Also some of the
EDBOs are maintaining a reasonable number of Saving Bank / Recurring Deposit
accounts which adds to the revenue.
9.2.5 BPMs are not doing much to spread awareness among the people regarding
various saving schemes especially the RPLI; hence the progress has been tardy.
Consequently, a major source of revenue with tremendous potential is not being exploited.
9.2.6 A number of EDBOs are located near a Sub Post Office which affects their
business. People feel more secure to have a SB / RD account in a Sub PO or a bank
rather than in an EDBO. Then there are many authorized agents (retired departmental
employees) who are quite active in rural areas and have taken away the business of
various deposit schemes and RPLI especially in Mandi Division.
9.2.7 The PSSKs in the state barring one odd, are not functioning up to the desired
level. There is hardly any sale of postage which is the only revenue generating function of
the Panchayat Sanchar Sevaks (SKA) as they are neither trained nor authorized to book
registered letters / money orders. Most of them did not have the receipt books required for
booking of registered letters. Thus except for collection / delivery of mail, there is not

much work for the SKA. They should have been given more responsibility and made more
accountable.
9.2.8 Though people at large are quite satisfied with the postal services being provided
yet they want that the department should authorize the BPMs to collect the telephone &
electricity bills and ensure their payment. Similarly booking of registered letters / money
orders and collection / payment of telephone and electricity bills should be authorized to
the PSSK which will not only make it convenient for the villagers but will also generate
revenue for the department. Also this can be done on a commission basis which should
serve as an added incentive for the SKA. However, necessary safeguards may be taken
to avoid any kind of fraud.
9.2.9 In Lahaul valley, EDBOs right up to Trilokinath and Sub Post Office at Udaipur (the
last points) were visited. The revenue generation in this valley is naturally very low and as
population is very small in these remote areas. They remain cut off from the main land for
about six months in a year due to heavy snow fall during the winters. Life comes to almost
stand still and there is hardly any activity which adds to the woes of the non-local postal
staff posted in these parts. In fact during winter months, road communication to the valley
is completely stopped and mail is delivered by helicopter service which runs once a week
that too subject to weather.
9.2.10 A few Departmental Mail Runners (DMRs) were found to have been posted there
for 4-5 years (example, LOTE Sub-PO) thus having completed their hard area tenures.
This needs to be looked into as prolonged stay in a hard area is affecting their morale.
Also some Post Masters esp. in Lahaul valley were facing difficulty to get casual leave
sanctioned and proceed on leave as their leave is sanctioned by the SSP, Mandi and they
have to wait for replacement which takes time in coming. This may be looked into by the
department.
9.3 PUNJAB POSTAL CIRCLE
Jurisdiction : State of Punjab including parts of Chandigarh.
Area : 50,362 sq kms

Population : 2,42,89,296 ( 2001 Census )

Districts 17
DSOs 772
EDSOs 10
EDBOs 3107
Total number of Post Offices 3910

Number of PSSKs 79
9.3.1 Punjab is primarily an agrarian state and agriculture occupies the most prominent
place in Punjab’s economy. About 70 per cent of the people are engaged in agriculture.
Punjab has 17 districts, Ferozepur being the largest having an area of 5865 sq kms. and
Amritsar being the most populous with a population of 30,74,207 as per 2001 census.
9.3.2 The boom in agriculture has brought a lot of prosperity among the people
especially to the farmers. Thus there is enough money in the villages which is being
invested in various schemes of the government.
• Most of the EDBOs in Punjab are generating enough revenue from the various saving
schemes, especially the RPLI.
9.3.3 In Punjab most of the EDBOs are generating enough revenue both by way of sale
of postage stationery and through SB / RD accounts. Also a number of EDBOs are doing
good business on the RPLI front and through collection of telephone bills. We were told
that Punjab Postal Circle did a business of more than Rs.100 crores in RPLI in the year
2001-2002. Out of this Jullundhar Division alone achieved a target of Rs.33 crores.
9.3.4 People at large have full trust in the post offices and are quite satisfied with the
services provided. It is nice to see that many well to do farmers have opted to take up the
job of a BPM merely to have a social standing in the village hierarchy. They are the ones
who are doing their job efficiently and with a sense of pride. However, some of the EDBOs
are not meeting the cost norms even though there is enough potential for business
because the BPMs are lazy and inefficient

9.3.5 The BPMs, however, have a problem regarding safety of cash. There is a limit of
cash that can be carried / sent in the mail bag but at times there is a large amount of cash
collected towards SB accounts and telephone bills (almost Rs one lakh). Thus carrying
this cash to the Sub post office becomes risky especially when the villagers know about
the heavy collections. The department needs to think over the problem.
9.4 KERALA POSTAL CIRCLE
Jurisdiction : State of Kerala

Mahe (part of Union Territory of Pondicherry)
Lakshadweep (Union Territory)
Area : 38904 Sq KMs

Population : 3,19,34,333 (2001 Census)
Regions 03
Postal Divisions 24
Postal Sub Divisions 75
DSOs 1455
EDSOs 532
EDBOs 3032

Number of PSSKs NIL
9.4.1 Kerala is a small state tucked away in the south west corner of India. It covers only
1.18 per cent of the total area of India but 3.43 % of the total population of the country is in
Kerala. The state may be divided into three geographical regions as given below:

1. Highlands – Slope down from Western Ghats and rise to an average height of 900 m.
This is the area of major plantations like tea, coffee, rubber & spices.
2. Midlands – Area lying between the mountains and the lowlands is made up of
undulating hills and valleys. This is an area of intensive cultivation.
3. Lowlands -- Coastal area made up of the river deltas, backwaters and the shore of the
Arabian Sea, is essentially a land of coconuts and rice.
9.4.2 Kerala is a state with highest literacy rate of 90.92%. The first fully literate
municipal town (Kottayam-1989) and district (Ernakulam-1990) in India are in Kerala. On
Dec.11,1995, Ernakulam became India’s first “Bachat” (Savings) district. Kerala is divided
into 14 districts. Idduki is the largest district with an area of 5019 sq. km. while
Malappuram is the most populous having a population of 36,29,640.
9.4.3 In April ‘97, Kerala became the first state to have public telephones in all its
villages, accessible over STD / ISD from any part of the world In Apr.98, Kottayam
became the first district in India to complete computerization of the taluk offices
connecting them with the district headquarters. All block panchayats have computer links
now.
9.4.4 Kerala has 24 Postal divisions and 75 sub divisions. Besides these, the Postal
Department has the RMS Net Work, Civil Divisions, Postal Stores Depots, Central Stamp
Depot etc.However, the “Panchayat Sanchar Seva Yojna” has not been introduced in
Kerala state due to its unique nature. In Kerala a Panchayat consists of several villages.
There are more than one post office in all the villages. There are 1453 Revenue villages in
Kerala with 991 Grama Panchayats and there are 5077 post offices.
9.4.5 Non- Residents (people who have left the village to work outside) constitute a
major portion of the population in most of the villages. Most of the people have gone
abroad to Middle East, Europe, Canada, and USA, Australia and other South Asian
countries. These non residents have deep roots in Kerala and they remain in constant
contact with relatives / friends back home. Formerly the Post office was the main source
of communication. However, now the Telephones (STD / ISD), E mail and courier services
have become the major means of communication which has affected the business of Post
offices.

9.4.6 During the visits to the EDBOs, following points were observed:
a) There is wide variation in the post offices in respect of the area and
population. Some rural post offices have population varying from 15000 to
30000 in their serving area.
b) Also there is no strict norm regarding availability of the Mail carriers and Post Men.
In many cases one mail carrier serves the nearby two or three Post offices.
c) In some cases the Post Man himself brings the mail from the DSO and delivers the
same as required. In many cases mail is brought from the DSOs by the Transport
Bus Operators and the Post Man picks the mail bag from the buses.
• There are no PSSKs in Kerala as there are large numbers of Post offices in rural areas.
• Non-residents from Kerala constitute a large number and remit large sums of money.
• It is difficult to deliver mail in hilly / coastal areas
• Non posting of ledgers being common, people find it difficult to withdraw money from SB /
RD accounts
d) There are no strict norms applied for the recruitment of the EDBO staff.
e) Practice of appointing local people as BPM or Post Man, is not being followed. In a
few cases BPM stays 30 – 35 km. away.
f) Mostly the post master and postman appoint their own nominees as
substitutes while proceeding on leave / vacation. These nominees may get
preference in future appointments because of the experience thus gained.
g) Post Office Savings Bank, Recurring Deposits and Rural Postal Life
Insurance etc. are some of the popular saving schemes offered by the post offices.
h) Recurring Deposits are being canvassed in a big way by the Mahila

Pradhans appointed by the State Government. Each DSO is having 5000
to 20000 accounts including those of EDBOs under their control.

i) The ledgers for all the transactions of various Saving Schemes were
maintained in the various Head Post Offices in each division till recently.
However, w.e.f. January 2003,all the ledgers of the RD accounts were
physically transferred to the respective DSOs namely Chungathara and
Nilamboor Post office under Manjeri division ( Malapuram district).
j) In most cases posting of entries in the ledgers are not reflected since
November 1999. The DSOs are finding it extremely difficult to post all the pending
entries in the ledgers. It is understood that the Head Post Offices will be giving the
computer printed statements of all ledgers to the DSOs after completing the
postings up to 31-12-2002. At Edarikode DSO, no statistics were available on the
number of accounts held. RD accounts were being closed on the basis of entry on
the passbooks presented by the customers, without verification of the ledgers. At
DSO Kotuvalli, all RD ledger posting are in arrears for several years. One
postmaster has been under suspension for misappropriation of funds from SB
accounts. At DSO Chemanchery, only two RPLI policies are held and no posting
on the RD ledgers (more than 5000) and no posting on the RD ledgers have
been done. According to SSP Thalassery, several cases of fraud and disputes
over appointment etc are now being handled by an officer, Asst. Director of Court
Cases and several cases have been pending with CAT (Central Administrative
Service).
k) Due to non posting of the ledgers, the customers are not able to withdraw
their money and are being subjected to abnormal delays. In some cases they have
to wait for months together, even to close the account. At Chokli village EDBO,
Some of the beneficiaries closed their SB accounts due to cumbersome procedure
in the post office. Instead they opened their account in a bank near by.
9.5 ORISSA POSTAL CIRCLE
Jurisdiction : State Of Orissa

Area : 1,55,707 sq. km
Population : 3,67,06,920.
Number of Districts 30


Number of PSSKs 11
9.5.1 Orissa lies on the East coast of India. The whole state lies in the tropical zone and
is divided into four distinct tracts, viz. the northern plateau, the Eastern Ghats, the central
tract and the coastal plains. The state is drained by three great rivers, the Mahanadi, the
Brahmani and the Baitarani all of which flow into the Bay of Bengal. Orissa has an
equable climate, neither too hot nor too cold. The average rainfall in the state is 150 cm.
9.5.2 Orissa has 30 districts, Mayurbhanj being the largest with an area of 10,410 sq
kms and Ganjam being the most populous with a population of 3,136,937 and district
headquarters at Chhatrapur. Capital of Orissa is Bhubaneshwar.
9.5.3 Over 76 % of the people are dependent on agriculture. Rice, pulses, oil-seeds,
jute, mesta and sugarcane are the main cash crops. However, Orissa’s agro- based
economy is always upset by some natural calamities like flood, drought, tornado or
cyclone. Cyclone in recent years has become a regular feature in Orissa.
9.5.4 Our team visited seventy EDBOs. The first EDBO at Siula was found to be
functioning since Feb 99. However, the BPM was a young girl who had joined on 12 Mar
03 only. The EDBO has been neglected as prior to her appointment, there was no BPM
for quite some time and the delivery of mail is still being looked after by the neighboring
EDBO. Also the new BPM belongs to Pipli where the Sub PO is located. Village Siula has
a population of 3500 and has potential for RPLI and SB accounts but it may take some
time before all the postal functions of the EDBO are restored and the business picks up.
9.5.5 A few more EDBOs including some in the Nimapara sub division present a very
dismal picture. The entire area is cyclone affected and people are very poor.

• In Orissa, BPMs of EDBOs located in cyclone affected areas need to put an extra effort to
generate business.
• BPMs require motivation. They must exploit the presence of High schools , colleges, banks
and offices nearby to generate business
9.5.6 Though there are a small number of f SB / RD accounts but the sale of postage
stationery is not very encouraging.
9.5.7 In contrast, the EDBO at Olikona has 20 RPLI policies, 75 RD accounts and over
700 live SB accounts even though the village has small population and there is no bank
/office / institution located nearby. This is mainly due to the efforts of the BPM who seems
to be very active and efficient.
9.5.8 At the EDBO at Dighal under Nimapara Sub PO, it was found that for the last three
months the EDBO is being looked after by the EDDA of Kusupur EDBO as the BPM of
Dighal had committed a fraud involving SB accounts and was under suspension.
Consequently, the business has gone down as the villagers have lost faith in the EDBO.
9.5.9 A number of EDBOs and two PSSKs in Cuttack (South) and Puri divisions were
visited It was observed that only a few of the EDBOs are doing good business and
generating high revenue. For example the BPM at Motta under Puri division has made full
use of a construction company’s location in the near vicinity of the villages. The EDBO
has a monthly sale of over Rs 3000/-. Also the EDBO has 250 SB , 260 RD accounts and
69 RPLI policies for Rs 30 lakhs.
9.5.10 The two PSSKs at Siwali (Cuttack South) and Hat Patna (Puri) have two young
boys working as SKAs. In fact one at Siwali is a handicapped person. They are doing a
fair job with postage sale to the tune of Rs 1500 – 2000 p.m. Besides collection and
delivery of mail, they are also booking registered letters.
9.5.11 During the visit to the EDBOs the following points were observed:
a) Performance of the EDBO depends on how active and smart is the BPM. Many
BPMs were found to be below par. They were either lazy or just not interested in
their work. Several of them were incoherent and uncommunicative. The active and
efficient BPMs have been able to generate good business for the department.

b) BPMs of EDBOs located in cyclone affected areas will have to put in extra effort to
generate business.
c) BPMs must exploit the presence of high schools, colleges, banks and offices in
and around their respective villages to generate business.
d) It seems that most of the BPMs are appointed merely at the recommendation of
the mail overseers / inspectors so long they fulfill some basic requirements. There
is no screening or interview from higher level. The system needs to be reviewed.
e) Delay in replacement of BPM in EDBOs is a major cause of inefficiency in

service and decline in business.
f) Most of the EDBOs in Orissa are yet to receive instructions for collection of
telephone bills.
9.6 BIHAR POSTAL CIRCLE
Jurisdiction : State Of Bihar
Area : 94,164 sq. km

Population : 8,28,78,696.
Number of Districts 37

Number of PSSKs 1692

9.6.1 Located in north India, Bihar is bounded by Nepal in the north, Jharkhand in the
south, West Bengal in the east and Uttar Pradesh in the west. Bihar squeezed between
West Bengal, Orissa, M.P. and U.P, reaches up to the Himalayas in the north and is
landlocked.
9.6.2 In population Bihar is the third biggest state next only to U.P. and Maharashtra.
Bihar is divided in to 37 districts. West Champaran is the largest district with an area of
5229 sq km and Patna is the most populous having a population of 47,09,851.
9.6.3 The main occupation of the people is agriculture. The principle food grain crops
are rice wheat, maize and pulses. Main cash crops are sugarcane, oilseeds, tobacco jute
and potato.
9.6.4 In addition to agriculture, quite a large number of people are employed in industry.
9.6.5 Our team covered almost all the districts of Bihar and visited a number of EDBOs
and the PSSKs and observed the following:
a) Many of the EDBOs which are located in far flung areas are not easily
approachable as the roads are Kachha and full of pot holes and it is difficult to
drive even a motorcycle.
b) Then there is security problem as the law and order situation is bad. Even the
inspectors are scared of traveling after dark and visiting certain areas infested
with militants.
c) People by and large are not very satisfied with the postal services and most of
them complained about the inordinate delay in delivery of the money orders.
• People by and large are not satisfied with the Postal services in Bihar.
• They complain about the inordinate delay in delivery of money orders.
• Response to postal saving schemes is not very encouraging.
9.6.6 The response to postal saving schemes is not very encouraging though RPLI has
really picked up well in the state. Perhaps it has something to do with the prevailing law
and order situation also where people are insecure and feel threatened, more so the rich

landlords / farmers. All the same growing interest in RPLI scheme is encouraging and the
BPMs should further explore the possibility of enhancing this business further. If required,
awareness camps may be organized in areas where RPLI scheme is yet to pick up.
9.6.7 Accommodation of some of the EDBOs is rather poor as many of these are
housed in old dilapidated buildings. Many other are being run from various kind of shops
and have no counter facility.
9.6.8 Some of the PSSKs especially in the Mungher district are selling stamps to the
tune of Rs.25000 to Rs. 51000 per month which certainly raises many questions to be
answered. It seems that the SKA is selling these stamps in bulk to some banks /
institutions in the nearby towns in collusion with the postal staff at the Sub PO. This needs
to be investigated.
9.6.9 Important data on EDBOs and PSSKs in these states is given in the Annexure 3
and 4.

CHAPTER – 10
TRAINING AND MOTIVATION – KARNATAKA MODEL
10.1 INTRODUCTION
10.1.0 North Karnataka circle has done some excellent work under the guidance of its
PMG, Mr. M.P Rajan in training & motivation of staff & officers. Their programme has led
to high morale, greater efficiency, cost reduction and increased business in all the
revenue earning streams of post office activity.
10.1.1 It was a pleasant change to find all staff and officers in proper uniform displaying
identity cards & badges as required in almost all the post offices visited by our team. The
staff appeared highly motivated in all the offices and went about their business briskly.
10.1 2 The circle has put in lot of effort and done commendable ground work in achieving
this high level of motivation. Some restructuring of manpower allocation has also been
done to achieve the desired efficiency levels.
It is worth recounting the initiatives taken by them so that other circles may also adopt
their techniques.
10.2 Postal Rejuvenation Programme for Rural network employees
10.2.1 Salient features of this programme are –
• A meeting in selected villages- bringing BPM, Gram Panchayat authorities and

villagers to drive home the need to support the local post office.
• Identification of products and services and marketing them in rural network using a
standard approach in the region.
• Face to face communication with the rural customers highlighting the utility of
various services available in branch post office.
• Video show on the functioning of a model branch post office at Onikeri in Sirsi
Division, to all BPMs.

• A monitoring system to assess impact of these initiatives on the transaction of

branch post office.
10.2.2 The key ingredients for success of this programme are
a) Open Communication
b) Internal news letter
c) Internal selling ( In every divisional headquarter for departmental
employees – 4 hour session including
1 hour drama
1 hour presentation
Address by trade unions
Address by distinguished guests
5 slogans as final medicine
d) Good relations with unions
10.3 ‘Navachetana’ programme of PMG to increase the income of

Branch Post offices
10.3.0 Under this programme a movement has been launched at 2 BOs selected every
month. Melas have been conducted to open SB/RD accounts and procurement of RPLI
business. Functions were held at BO villages in which important people of the village were
involved. The long term benefits of small savings schemes and RPLI schemes were
explained by IPOs / ASPOs and the programme and functions impressed the people and
school children alike. They were convinced of the benefits. The move has gone a long
way in reducing the gap between income and expenditure of BOs. Also, it had the desired
impact on the BPMs of all BOs and therefore they started competing in procuring
SB/RD/RPLI business. In spite of the prevalent draught conditions in the division, on an
average, 80 accounts have been opened in each BO and about 160 accounts at selected
BOs.
10.3.1 Motivational programmes at account offices (SOs) to BPMs.
10.3.1 As part of Navachetana programme, the Sub Post Offices have been asked to
hold motivational programmes for their BPMs on Saturday evenings / Sundays. It has
motivated the BPMs as they have been busy in procuring SB/ RD/ RPLI business.

10.4 B.O Ranking
10.4.0 In order to boost postal business in GDS (Gram Dak Sewa) Branch Post offices
with the main intention to increase the income thereby to bridge the gap between income
and cost, North Karnataka Circle has developed a concept called “BO RANKING” at
Divisional level wherein each GDSBPM has been given business target in realization of
revenue from taxing, MO commission, SB, RD, Sale of postage stamps depending on
their previous monthly average traffic. This concept has been implemented from 1-1-2002.
All the GDSBPMs have been requested to evince interest to increase the revenue in the
BOs in these areas by reaching / crossing their targets fixed and informed that first rank
will be given to the GDSBPM who scores highest points in this exercise every month.
10.4.1 As a result, all the GDSBPMs in the division started to show improvement in their
work. Out of 150 BOs, 27 BPMs in the month of January-2002, and 40 BPMs in the month
of February -2002, 20 BPMs in the month of March 2002, 25 BPMs in the month of April
and May -2002 and 35 BPMs in the month of June 2002 have not only reached their
targets fixed: but also crossed the same. In particular 5 BOs have continuously shown
their better performance month by month so far.
10.4.2 Under this programme trophies are awarded to First, second and third
ranked BOs every year and their efforts are publicized.
10.4.3 As per the latest Directorate instructions 200 SB/ RD new accounts are to be
opened in each BO and RPLI policies of 1 crore are to be procured. Hence we have felt
the above exercise to be more useful and important. They have developed an idea of
forming squads of inspecting officers and identifying six BOs (two BOs in each
subdivision) in each month wherein the business traffic is very poor. The squad will visit
such BOs in that month and contact the village headman etc and arrange a ’MELA” for
getting more number of new RD accounts and also RPLI policies. A total of 48.5 lakh
policies have been procured during the Melas.

CHAPTER – 11
FINDINGS AND RECOMMENDATIONS
11.1 OPERATIONAL ANALYSIS OF THE PRESENT SCHEME AND OTHER

FINDINGS
11.1.1 At present postal services are provided to rural areas through a network of DSOs,
EDBOs and PSSKs spread across the country. In order to get a feedback on how the
beneficiaries perceive the administration of the schemes in all respects, an extensive field
survey was undertaken.
11.1.2 In view of vast number of post offices in the country, it was decided that field work
would be done on sample basis. Accordingly, the sample selected, consisted of 45 DSOs,
346 EDBOs and 67 PSSKs in six states. The study team has done an operational analysis
of the schemes co-relating it with the Universal Service Obligations of the Government of
India, so as to assess relevance of the various schemes. Their comments regarding
service provided and desired by the respondents are as follows:-
1. All the EDBOs are expected to have a name board or a letter box put up at or
in the vicinity of the EDBO. It was noticed that quite a number of EDBOs have
not displayed any board / letter box indicating the location of the post office.
Also working hours are not displayed on many of the boards.
2. Many of the EDBOs are not generating sufficient revenue as sale of postage has
gone down. Booking of registered letters and money orders is also very little. Sale
of postal stationery is slightly better in villages where there is a bank, high school,
college or any other institution nearby. Yet many of the BPMs are unable to benefit
from the presence of such institutions in and around their respective villages due
to lack of initiative.
3. Barring a few, most of the EDBOs are yet to receive suitable instructions for
collection of telephone bills. Feasibility of collection of electricity bills may also be
looked into as requested by most of the villagers. This would not only add to
the convenience of the villagers but would also generate additional revenue for
the department.

4. At many of the EDBOs in Rajasthan and Himachal Pradesh, the BPMs as

well as the beneficiaries complained regarding shortage of postage stamps,
revenue stamps and forms & stationery items like registers etc in the Post
Office. This affects the business of the Department adversely besides putting
the public to inconvenience.
5. People feel more secure to open a SB account in a Sub-PO or a bank rather than
in an EDBO. There are many authorized agents (mostly retired departmental
employees) who are quite active in rural areas and have taken away the business
of various deposit schemes and RPLI from the EDBOs especially in the Mandi
Division of Himachal. Another very noticeable fact was that in the entire distance
of 53 kms between Mandi and Joginder Nagar, there was only one DSO at
Padhar.
6. BPMs are not doing much to spread awareness among the people
regarding various saving schemes and the RPLI. Hence the progress has
been tardy on this front. In Punjab, however, most of the EDBOs are
generating sufficient revenue both by way of sale of postage / stationery and
through SB / RD accounts. A number of EDBOs are doing good RPLI
business. They are also generating revenue through collection of telephone
bills. We were told that Punjab Postal Circle did a business of more than
Rs.100 crores in RPLI in the year 2001-2002. Out of this Jullundhar Division
alone achieved a target of Rs.33 crores. Also we were told that Tamil Nadu
has done even better in this regard.
7. Rural population has full trust in the post office and is quite satisfied with the
services provided. It is nice to see that many well to do farmers in Himachal and
Punjab have opted to take up the job of a BPM merely to have a social standing in
the village hierarchy. They are the ones who are doing their job efficiently and with
a sense of pride. However, some of the EDBOs are not meeting the cost norms
even though there is enough potential for doing good business.
8. Some of the EDBOs are operating from old dilapidated buildings. They do
not have proper furniture, not even a counter or a table and their premises
are dirty. Many EDBOs are operating from stationery or Kirana shops while a
few others are operating from sweet meat shops, tyre repair shop or even a

workshop with grease all around. No one seems to have checked or paid any
attention to this aspect.
9. In Bihar, the roads are full of pot holes and approach roads to the villages
are in a very poor condition. It is difficult to drive even a two wheeler. There
is law and order problem. As a result, the postal staffs like the Mail
Overseers and Inspectors are scared and reluctant to visit those areas.
10. Money orders in Bihar do not reach the beneficiaries for months together and
villagers are not satisfied with the postal service. Earlier, the migrant Bihari labour
from other states used to send money home through money orders but due to non
- delivery / delayed delivery; they have now resorted to sending money through
demand drafts. Thus, the banks are gaining at the cost of the post offices.
11. The BPMs, however, have a problem regarding the safety of cash. There is a limit
of cash that can be carried / sent in the mail bag but at times there is a large
amount of cash collected towards SB accounts and telephone bills (almost Rs
One lakh in a day). Thus carrying this cash to the Sub-Post Office becomes risky
especially when other villagers know about the heavy collections.
12. A large population in Kerala, Punjab and other states has migrated to foreign
countries. Similarly many people from Orissa, Bihar etc have migrated to other
States in search of work. There is also very large migration from rural to urban
areas especially to metros. Earlier, this emigrant population was an important
source of revenue for the Postal Department as it alone provided the means of
communication with their kith and kin back home.
The scenario has undergone a sea change. Telephone, e-mail and courier
service have now become their main means of communication, adversely
impacting the revenues of the Postal Department.
13. In Kerala, there is wide variation in the post offices in respect of area and
population. Some rural post offices have population varying from 15000 to 30000
in their serving area However; it is extremely difficult to deliver mail in the hilly /
coastal areas surrounded by water.

14. There is no strict norm regarding availability of the Mail Carriers and Post Men.
In many cases one Mail Carrier serves the nearby two or three Post offices. In
some cases the Post Man himself brings the mail from the DSO and delivers the
same as required. In many cases mail is brought from the DSOs by the transport
bus operators and the Post Man picks the mail bag from the buses as a part of
local arrangement.
15. Post Office Savings Bank, Recurring Deposits and Rural Postal Life Insurance etc.
are some of the popular saving schemes offered by the post offices. In Kerala,
Recurring Deposits are being canvassed in a big way by the Mahila Pradhans
appointed by the State Government. Each DSO is having 5000 to 20000 accounts
including those of EDBOs under their control.
16. The ledgers for all the transactions of various Saving Schemes in Kerala Circle
were maintained in the Head Post Offices in each division till recently. However,
w.e.f. January 2003, all the ledgers of the RD accounts were physically transferred
to the respective DSOs. In most cases posting of entries in the ledgers are not
reflected since November1999. The DSOs are finding it extremely difficult to post
all the pending entries in the ledgers. It is understood that the Head Post Offices
will be giving the computer printed statements of all ledgers to the DSOs after
completing the postings up to 31-12-2002.Due to non posting of the ledgers, the
customers are not able to withdraw their money and are being subjected to
abnormal delays. In some cases they have to wait for months together, even to
close the account.
17. Limits for cash withdrawal from saving accounts at EDBOs were fixed a few
decades back and are continuing still. Consequently, investors of savings
schemes have to wait for weeks together to withdraw money from their accounts.
Similarly, in view of the banking functions becoming more popular in many states,
cash flow is becoming heavier but again the low cash limits for the post bag, cause
problem for the BPMs. Besides carrying heavy cash to the accounts office through
the villages becomes risky.
18. It seems that the mail overseers and inspectors are not doing full justice to
their job otherwise many EDBOs which are operating below the cost norms
without any justification, would have either improved their performance or would
have been closed by now. Mail overseers remain mostly in the field visiting various

EDBOs under their jurisdiction as many of them have 20 to 30 EDBOs under them.
Thus, he may be visiting one or two EDBOs every day. Moreover, as per old rules,
he is not entitled to any TA / DA except the bus fare which is also reimbursed after
two to three months. Thus ,there is little motivation for him to go around all EDBOs
and do his job sincerely. Also, it was observed that postmen are promoted as mail
overseers but there is much less glamour or respect attached to the job as
there is no public dealing. Further the promotion coming towards the tail end of the
service loses its charm and the individual is left frustrated. Consequently, the
Department loses a good Postman and gets a bad Overseer in the bargain.
19. Most of the beneficiaries and many BPMs in Rajasthan and Orissa have
expressed the need for a PCO at the EDBO itself. Besides being convenient, it will
generate some additional income for the BPM.
20. It was noticed that many of the EDBOs in states like Rajasthan and Himachal have
surplus manpower i.e. one or two EDDAs even when there is not much of work.
On the other hand many EDBOs doing good business and having enough
workload are short of manpower especially in states like Punjab and Kerala. This
situation needs to be reviewed.
21. The study team got the impression that some of the BPMs / EDDAs having
25 to 30 years of service think that their salary is a life long pension and even if
they do not take any interest in their job they will continue to draw the same. In
order to remedy this situation, in future appointments, some ground rules may
require changing.
22. Most of the staff at EDBOs is not properly trained. There are no refresher courses
or workshops for the EDBO staff, which is a must in view of the new schemes /
technological changes being introduced.
23. HRD function at the grass root level seems to have been totally
neglected over the past many years. Man management policies at the
grass root level are not being adhered to and the QR (Qualitative
Requirements) for the job are not being met in the posts of BPMs, Mail
Carriers, EDDAs and SKAs etc. in a number of cases. Several of these
posts are being manned in an ad-hoc manner.

The system of ‘ Substitute” / ad-hoc recruitment is being misused to

recruit under qualified staff to these posts.
24. The caliber of many BPMs is rather poor. Performance of the EDBO depends on
the education and smartness of the BPM. Many of the BPMs were found to be
non-matriculates. They were either lazy or just not interested in their work.
Perhaps the job being non-transferable gives them enhanced sense of security.
25. The active and efficient BPMs have been able to generate good business for the
department but their number is rather low. BPMs of EDBOs located in drought
affected / coastal areas seem to have resigned to the situation whereas they
should put in extra effort to generate business.
26. There are no strict norms applied for the recruitment of the EDBO staff. It seems
that many of the BPMs / EDDAs are appointed merely at the recommendation of
the mail overseers / inspectors so long they fulfill some basic requirements. At
times, this results in incompetent or unsuitable persons getting the job. Delay in
replacement of BPMs in EDBOs is a major cause for decline in business and
inefficiency in service. Practice of appointing local people as BPM or Post Man, is
not being followed. In a few cases BPM stays 30 – 35 km. away. Mostly the post
master and postman appoint their own nominees as substitutes while
proceeding on leave / vacation. These nominees then get preference for future
appointments in the EDBOs when the need arises for appointing a permanent
BPM / EDDA. Thus such persons are able to make a back door entry.
27. In Lahaul Spiti area, it was observed that some of the non-local staff had already
completed their hard area tenure and is long overdue for posting. In addition, they
are facing difficulty in proceeding on casual / emergency leave as sanction from
divisional headquarters and replacement takes a few days in coming.
28 Number of DSOs in Kerala and Himachal Pradesh are operating from rented and
dilapidated buildings. The accommodation is small and dingy without proper
facilities.

11.2 RECOMMENDATIONS
11.2.0 Based on study of secondary data, field survey and interviews with officers of the
Postal Department at various levels, our recommendations are as follows:-
1. New post offices should only be opened in new townships, new localities, new
business centres, new manufacturing locations, new educational centres etc. only
after doing a proper need assessment of the community.
2. Focus should be on resorting to low cost options like PSSKs and Licensed Postal
Agents scheme. Besides expanding the postal network this would help in
mobilizing the growing rural incomes into postal saving schemes.
3. It should be ensured that decent infrastructure exists before opening an EDBO.

While the BPM should earmark a proper room, a table, chair and a box / almirah
should be provided by the department and should be properly maintained by the
BPMs. Proper board of the post office with timings and a letter box should be
displayed prominently.
4. While appointing the BPM, it is imperative that in addition to his educational

qualifications (minimum 10 + 2), his suitability in all respects must be
ascertained. His communication skills both written and verbal should also be
adequately tested.
5. Lowering of standards in the matter of recruitment of staff at EDBO level is

going on and in several cases the system of ‘substitute’ is being abused to
get employment for favourite candidates at junior level. Presently recruitment to
these junior level posts in EDBOs is based on the recommendations of Mail
overseers / Inspectors. A periodic review of the candidates by senior officers
in the department will help to improve the quality of intake of BPMs.
6. The BPM should preferably be from the same village and he must have some fixed
assets / property there. This may ensure that he would work efficiently by being
available most of the time. It would also prevent frauds to some extent.

7. Sufficient stock of postage and postal stationery should be available at the

EDBOs at all times, so that the business is not adversely affected.
8. The problem of safety of heavy cash in transit may also be looked into by the
Department for further necessary action.
9. The cash limits fixed years ago for ‘cash in transit’ and ‘cash holding in Post
Office’ should now be reviewed and enhanced. Actual limits can be
ascertained by the mail overseers as it may differ from EDBO to EDBO. Also the
BPMs should be authorized to sanction higher amounts of withdrawal from the
Saving Bank accounts.
10. The manpower in the EDBOs needs to be reviewed and reorganized taking into
account the workload and the business being generated. EDBOs having little
work or non performing EDBOs may be closed or relocated.
11. Also the working hours of the EDBOs may be reviewed and changed subject
to the work load and the local conditions/ requirements.
12. BPMs should be trained and motivated to do aggressive marketing of various

financial schemes of the department including Saving Bank, RPLI and other new
schemes.
12. Training is a continuous process. Apart from initial training emphasis should
be laid on ‘on the job training’ (OJT). SSPs should take initiative to revitalize
the whole system by conducting training and motivational workshops for the
departmental field staff and EDBO for getting better results..
13. Major portion of remuneration of BPMs should be on commission basis. Besides

SB / RD / TD accounts and RPLI policies, commission should be paid on
booking of registered letters and money orders too. Making the commission a
little more lucrative and its timely payment will be an added incentive for the
BPMs to generate more business.
14. In order to provide terminal benefits to BPMs / EDDAs suitable RPLI based
schemes may be worked out by the Department. These RPLI policies can also be

assigned to the department as collateral against financial irregularities which may

be committed by any of the BPMs / EDDAs.
15. The BPMs should be authorized to collect and arrange payment of

telephone / electricity / water and other such bills for the village people and
suitable amount of commission may be paid to the BPMs. National Saving
Certificates and Kisan Vikas Patras may also be sold through EDBOs. This
will help generate more revenue for the department and provide further incentive
to the BPMs.
16. A PCO may be attached to every Branch Office, which should be run by the BPM.
17. Wide publicity may be given to various saving schemes including RPLI being run
by the postal department. Awareness camps may be organized in villages and
small towns to attract more people to these schemes. If required, sufficient funds
may be allotted to divisions for the purpose.
18. At the division level, SSP / SP concerned should take personal interest to ensure
that these funds are fully utilized and awareness camps are held so as to give
wide publicity to various schemes. The experiment has resulted in booming
business in RPLI in the previous year in states like Punjab and Kerala. However,
the rates of interest / bonus must always be maintained to compete with
organizations like Life Insurance Corporation.
19. Frequency of visits by the inspectors / mail overseers and other officers to the
EDBOs needs to be increased. Business targets may be set and given to the
BPMs, Those, who are unable to achieve these targets and consistently fail to
meet the cost norms, may be warned and their increment may be stopped. Still if
there is no progress closing of EDBO may be considered.
20. Mail Overseer is the most important link between the department and the EDBOs.
A lot depends on the caliber of the Mail Overseer. Therefore, selection and
appointment of a Mail Overseer assumes a great importance and should
be done absolutely on merit and may be done through a departmental exam.
21. A separate cadre for Mail Overseers may be created with a salary
grade higher than that of a postman.

Relatively younger but experienced persons willing to travel extensively should be

selected for this job, after proper aptitude test. Antique TA / DA rules must be
revised and suitable rates / allowances may be fixed as per present
Government of India rules. Also, reimbursement of their claims should be done
within a reasonable period of time at the divisional level. The originally envisaged
dignity and status of the job may be restored to motivate this vital link in the
system to work up to the desired level.
22. Inspection questionnaires may be devised for mail overseers and inspectors.
These questionnaires should be filled regularly by them on their visits to the
EDBOs and PSSKs to furnish specific information for the benefit of Divisional HQ
staff. The periodicity of their visits and submission of these questionnaires be fixed
monthly in advance. Reports submitted by Mail Overseers / Inspectors may be
scrutinized thoroughly at the Divisional headquarters and immediate corrective
action may be taken as required.
23. There are well laid out procedures and formats for reporting on field visits by
inspectors, mail overseers, senior officers etc. but these are rarely used. It is
suggested that as a priority measure the postal authorities should enforce
compliance with the existing rules and procedures, insist on filling up of
prescribed field visit formats at all levels and generally tone up the administration
of rural postal system.
24. Some kind of mechanism be evolved whereby the mail overseers and the
inspectors can cross check entries in the pass books of some investors at random
with the entries in the account book / ledger at the EDBO. These checks may be
carried out at regular intervals as well as randomly to prevent any fraud by the
BPM.
25. The pass books in respect of S B / R D account holders should be returned by

the Sub Post Office in a reasonable period of 10 -15 days to avoid any kind of
apprehension in the minds of the investors.
26. Delay in delivery of money orders must be checked and the system must be
improved specially in states like Bihar in order to avoid hardship to the villagers
and losing business to banks.

27. Financial services of the Department e.g. money orders (Money Transfer),
SB / RD/ TD should be computerized up to the DSO level. This will help in
keeping the accounts up to date and add to customer satisfaction.
28. Financial services of the Department of Post such as SB/RD/TD/RPLI need

to be actively promoted and more revenue earning schemes should be
introduced. Department of Post earned revenue of Rs 1496.75 crores from
Saving Bank business in the year 2001-2002 alone and revenue of Rs.1577
crore was projected for the year 2002-2003.
29. Our study shows that people in rural areas are willing to pay between Rs. 5 to
Rs. 10 per bill to Post Office for collection of payment of utility bills like telephone
bills, electricity bills, etc. This may further be exploited to generate more
revenue for the department.
30. While fulfilling of the ‘Universal Service Obligations’ would continue

to need subsidization, the retail financial and other functions of the
Post Office should be organized on a commercial basis to generate
maximum revenues for the Department.
31. We have been given to understand that several initiatives taken by individuals in
Jullandhar district of Punjab, Dharwar district in north Karnataka & several districts
of Tamil Nadu and Haryana mainly in rural areas, have shown extraordinary
results and has led to quantum jump in the Saving bank / RD / RPLI business in
their divisions, within a short period of 3 to 4 months. (For details see Chapter 10)
32. In view of the extensive infrastructure being available and network in place,
Post offices should be made partners in delivery of E – Governance at the grass
root level. If so required, even the existing postal infrastructure can be upgraded to
“Multi Purpose Service Centre”
33. Some of the staff posted in hard areas like Lahaul Spiti from out side were
found to have completed 4- 5 years of stay whereas the normal tenure is
around three years. They should be posted out and their replacements
provided as prolonged stay in a hard area and away from the family can
adversely affect the morale of the person. Problems relating to leave of
these people also need to be resolved.

34. PSSK is the low cost option for extending postal services in the rural areas. It is a
good scheme but PSSK agents / Sevaks need proper training and supervision by
the postal department for getting better results.
35. It has been observed from the study that the sale proceeds of 18.3 % of the
PSSKs are below Rs. 250 per month and require closer attention of the
Department. The rest 81.7 % have sales above Rs. 250 per month and can be
considered satisfactory, since their main job is collection and delivery of mail.
36. To prevent fraudulent use / misuse of the system, there should be a ceiling
on issue of postage through PSSKs every month.
37. It is the general belief of the postal authorities that PSSKs are to be controlled by
Panchayats and no supervision is required from them. This attitude needs to
change and the PSSKs must work under the total supervision and control of SSP,
who is the final authority in all matters related to PSSKs.
38. In place of PSSKs, ‘Licensed Postal Agents can also be appointed to mobilize the
growing rural incomes into postal saving schemes (For details see Para 5.5
Chapter 5)
39. Rural ‘Licensed Postal Agents’ may also be allowed to set up a PCO in their
village, thus integrating PCO with postal activities.
40. In due course of time, these PCOs could be developed further into
information kiosks, for providing internet services, e-governance, etc. and for
promoting government schemes and other community based services.

CHAPTER – 12
FUTURE OF RURAL POST OFFICES IN INDIA
12.0 Our research team visualizes slow change in Post Office network over the next
five and ten years. We expect to see more and more Licensed Postal Agents operating in
rural sector for mobilizing growing rural incomes into postal saving schemes.
12.1 LICENSED POSTAL AGENTS
12.1.0 These are described in some detail in Chapter 5 of this report. Post Office also
has its own version of Licensed Postal Agent (LPA) scheme. National Savings
Organisation already runs this scheme in urban areas which can be easily extended to
rural areas. According to our proposal, the rural Licensed Postal agent will also undertake
some simple postal functions like selling of postal stationery and collection and delivery of
mail in rural areas.
12.1.1 Over a period of time, if the experiment proves successful, their activities may be
expanded to include carrying registered mail and money orders in rural areas.
12.1.2 These Licensed Postal Agents can also be involved in running of local PCOs.
12.1.3 Five years down the line PCO itself could become the main focus of rural postal
activities, as detailed below:
12.2 PCO MODEL – MULTI PURPOSE SERVICE CENTRES
12.2.0 One of the few success stories in recent times, in the field of telecommunications
has been the proliferation of PCOs / STD / ISD booths in every part of the country. This
has revolutionized the telecommunication scenario in every state.
12.2.1 This proliferation has been possible because of the de-bureaucratization of the
policy and removal of quantitative / qualitative / locational restrictions on the number of
STD booths which can be opened at any given place.

12.2.2 In spite of resistance from various quarters, it was decided that decision on who
can open STD booths? Where they can be opened? How many of them in one place? etc.
should be left to the potential entrepreneur and should not be dictated by the Ministry.
12.2.3 This lifting of operational restrictions and non-interference by the authorities has
resulted in generation of entrepreneurial effort at the grass root level and the present
success of the PCO scheme.
12.2.4 Today PCOs can be seen operating in many rural / remote areas providing
communication link to local population and itinerants (travelers) in time of their need and
at the same time generating income for the enterprising young men and women running
these booths.
Why can’t we learn from the success of this model and take this a step further?
12.2.5 STEP – 1 PCOs for selling Postal Stationery
In the first phase, we could utilize the services of these PCOs for selling postal stationery
on commission basis. This will increase the revenue of PCO booth operator and make
postal stationery easily available at many remote places, without the need for opening a
new post office.
12.2.6 STEP – 2 PCOs for collection of registered mail / Money Orders
Depending upon the willingness of PCO operator to submit to certain safeguards

prescribed by the Department of Posts (These can be worked out by the Department
internally to safeguard the interest of the customers)
PCO operators may be allowed to collect registered mail and money orders and deposit
them at the nearest linked Sub Post Office / DSO for onward transmission. For this
service a suitable commission may be allowed to the PCO operator.
12.2.7 STEP – 3 PCOs as Franchisee
Those PCO operators performing well and showing interest in this work may be permitted
to graduate to full fledged “Postal Service Centres” on Franchisee basis. They may then

be allowed (again subject to safeguards like providing security deposit etc.) to work as full
fledged representative of Postal Department, providing full service on commission basis.
12.2.8 For example they can be allowed to take on Postal Saving Schemes, RPLI and
other schemes on behalf of Post Office. PCO operator in effect will become the marketing
agent for these schemes.
12.2.9 Before permitting them to come to the level of Franchisee, following precautions
need to be taken:
1. Need for training
12.2.10 PCO operators opting for this scheme must undergo a thorough ‘orientation
training’ on each of the schemes to make them fully familiar with all the operations so that
they minimize customer complaints and work to the discipline prescribed by the
Department of Posts.
12.2.11 The training should not be a one time effort but must be a continuous ongoing
process. Refresher courses must be organized at regular intervals, with compulsory
attendance for the operators.
2. Need for Security Deposit
12.2.12 It is obvious that before allowing them to take on financial dealings on

behalf of Postal Department, appropriate cash deposit must be taken by the Department
of Post as collateral against any default / misappropriation / bungling of accounts, etc. In
addition, two securities from respectable people in the area must be made compulsory.
3. Residential qualification
12.2.13 It is preferable that PCO operator cum Franchisee must be from the same village
where the PCO is located and has some landed property in the village, which can be used
as collateral.
4. Need for verification of antecedents

12.2.14 This need is obvious. Postal Department and local postman has certain trust built
over a century of operation. This should not be allowed to be eroded by selection of wrong
type of persons as ‘Franchisee’.
The integrity and honesty of the potential applicants must be thoroughly checked before
making a selection and no compromise should be made in this regard.
As far as possible, recommendation from various quarters should be ignored and should
not be allowed to influence the decision of selection panel.
STEP – 4 Involvement of PCOs in collection / delivery of mail services
12.2.15 So far we have not talked about delivery / collection of mail and money orders to
the house holds. This requires a different approach.
At present, this is being done through Mail Carriers located at different EDBOs. In some
places PSSKs is also collecting mail from EDBO and distributing in the villages under him.
12.2.16 Any decision in this regard will require a careful local exercise at the level of each
DSO to see how mail can be delivered at the lowest cost in the least possible time. All the
innovations presently in use must continue as they are and new ones may be thought of.
For example can PCOs be used for placing mail boxes for collection and delivery of mail.
Since we are not talking of bulk users in these places, the possibility can be examined
only on experimental basis.
STEP – 5 Multi Purpose Service Centre / Information Kiosk
12.2.17 Looking ahead to next 5 to 10 years, we can visualize that some of the EDBOs
and some of the PCOs located at critical junctions, servicing more than one rural centres
and having some economic activity in the nearby areas to be converted to full fledged
“Multipurpose Service Centres’/ Information Kiosks.
12.2.18 The concept of these Centres is that as a part of E – Governance initiative of the
various state governments. Multipurpose Service Centres are being established at block
level. Similar Multipurpose Service Centres / Information Kiosks to provide detailed
information on central schemes can be established at grass root level for wider

dissemination. These centres can be established at critical places in rural areas to provide
following services under one roof:
1. All Postal facilities.

2. All Telecommunication facilities.
3. Internet facilities.
12.2.19 Internet facilities will be directly connected to district head quarters and will offer
following information on line.
a) All information related to central government schemes.
b) Provision for application forms to be down loaded.
c) Provision for on line applications to be made.
12.3 ALTERNATIVE MODEL – POSTAL CORPORATION
12.3.0 In order to get over various problems, rural post offices are already using
innovative ways to generate extra revenue and cut down on subsidy and thus become
more useful to the society as a whole. The process of change has begun but a new
framework is required to provide services in an efficient and financially viable manner,
keeping in mind basic objectives outlined in the Tenth Five Year Plan
NEW FRAME WORK
12.3.1 We have to visualize the role of a rural post office in future and how it will look like,
say in five years time from now. The new frame work will have to consider not only the
problems of making the current services more efficient but in addition certain services the
rural population may need in future, for example the rural post office in future can be
utilized for promoting the following services effectively:
1. Information Services
2. Financial Banking
3. Agriculture Credit
4. Insurance – Life / health / crop
5. Agro inputs / Cropping advice / Fertilisers / Seed, farm inputs, etc.
6. Literacy – Primary / Adult / Continuing education
7. Agency functions e.g. telephone / utility bill collections

12.3.2 In addition to the above, the rural post office will continue to collect and deliver
mail, money order and do other postal functions.
12.3.3 In each of the services mentioned above rural post office will earn revenue which
will go a long way to offset the expenses incurred in undertaking postal functions in
remote and rural areas.
12.3.4 The cost of manpower is going up and to offset the same, activities under the
same roof and management have to increase to offset the costs. Certain processes of
conducting the operation may also have to be changed through the use of computers and
other emerging technologies, wherever feasible. This will be required not only for reducing
costs but also for providing more efficient services.
CORPORATISATION PLAN
12.3.5 Benefits of corporatisation vis-à-vis running a government organization

departmentally are well known. This change has already taken place in the country in the
field of telecommunication. This experience can be utilized to corporatise the Indian Postal
System. It is felt that apart from increased efficiency this change will result in faster
decision making and may result in the operations breaking even in a shorter time.
12.3.6 It is suggested that an independent corporation can be set up to undertake present

activities of the Department of Post. Corporation should be wholly owned by the
Government of India. This kind of set up will have the required flexibility and capability to
respond faster to the changing needs of the population. Its memorandum and articles of
association should be so drafted as to include all the possible services as may be required
in rural and urban areas.
12.3.7 Once the concept is accepted, the capital structure and other details can be
worked out.

STRUCTURE OF THE CORPORATION
12.3.8 The Postal Corporation will take over all the existing Head offices and all the
associated branch offices involved in running the postal system. The Corporation will be
headed by a Board of Directors at the Centre and General Managers / Executive Directors
for running each postal circle.
Board of Directors
12.3.9 We recommend following composition of board of Directors to run the affairs of

the proposed corporation
1. CMD - To be drawn from among the senior officers of the Department of

Post.
2. Executive Director – Operations
3. Executive Director - Planning
4. Executive Director - Finance
5. Executive Director - HRD
Non – Executive Directors
6. Secretary Department of Post

7. Nominee of Government of India ( Ministry of Finance)
8. Nominee of Industry organization. e.g CII, FICCI, ASSOCHAM etc
9. Nominee of Consumer organization
10. Nominee of unions
11. External Nominee – ( Non Government / Non Political / well Known
person)

12.3.10 Under the proposed Corporation rural post will have following functions:
a) POSTAL FUNCTIONS: This will include

- Selling of postal stationery and stamps
- Collection and delivery of mail
- Registered mail, Certificate of Posting, Money
orders, Parcel mail, Speed post and other functions
delegated by the board.
b) RETAIL FUNCTIONS: These may include
1. Financial services
- Rural saving Bank - existing

- Recurring deposit - existing
- Term deposit - existing
- Postal Cheque accounts
- National Saving certificate
- Indira Vikash Patra / Kisan Vikas Patra
- Any other scheme offered by central and state Government
- Financial services on behalf of Public / Private sector banks
2. Information services
- Detailed information relating to development schemes run by State /

Central government in rural areas ( including distribution of brochures /
pamphlets)
- Facility for distribution of downloading of application forms
- Facility for collection & submitting of forms to concerned authorities(
either manually or line through computers)
- Information relating to promotional schemes in the area by private
sector ( on commission or charitable basis)

3. Agriculture credit scheme / Rural credit schemes
- NABARD micro credit scheme

- Assistance to self- help groups
- Verification of beneficiaries
- Distribution of Agriculture / Rural Credit on behalf of central / state
governments
- Collection of installments on behalf of Central / state governments
4. Insurance services
- Crop insurance
- Life insurance
- Health insurance
- Other services offered by Government / Private sector.
(Agreement has already been finalized with Oriental Insurance Co. Ltd. for selling their
non-life products such as :
Pump set insurance

Bullock Cart insurance
Mediclaim policies
BPL insurance etc.
5. Distribution of farm inputs, like
- Seeds
- Fertilisers
- Pesticides and other inputs
- Cropping information to farmers, etc.
6. Literacy & other social services
– Rural postal offices may be used as Nodal Continuing Education Centres

under the CE programme of the Department of Adult Education Ministry of
HRD
– Rural post offices may also be used as lending libraries for School children
and adults in the village.
– Help in pulse polio campaigns, etc.

7. Agency functions
- Distribution of old age pension - existing

- Collection of telephone bills - existing
- Collection of Electricity bills
- Collection of water bills
- Others
8. Any other function assigned to them by Government of India or State Government.
RURAL POST OFFICE OF THE FUTURE
Postal Services
Financial Information
Services Services
Bill Collection Rural Post Insurance

Services Office Services
Agro Credit Agro inputs /

Services
Nodal Agency for
Continuing Education
12.3.11 To achieve all the above, the quality of network will require up gradation of skills
for which better training and motivation is requited. Some suggestions are made in
Chapter 10 (Training & Motivation – Karnataka Model)

Fate of the EDBOS and PSSKs
12.3.12 The proposed Corporation will take its own decisions on the viability of continuing
with the EDBOs / PSSK system.
12.3.13 It is expected that those EDBOs which are performing satisfactorily will be given
more and more responsibility and become Licensed Postal Agents, thus giving them
chance to earn more.
12.3.14 Suitable decisions will have to be taken about the continuation or otherwise of the
non performing EDBOs / PSSKs.
12.3.15 The new corporation will have a major task of training & retraining of its human
resource at grass root level to be able to deliver the proposed services satisfactorily to
the community. In due course of time the distinction between EDBOs & PSSK would
cease to exist.
The Role of IPOs / Mail overseers
12.3.16 It has been discussed else where in this report that IPOs / Mail overseer
constitute the backbone of the rural postal service. This cadre will need to the
strengthened further in terms of quality of manpower and their training so that the system
runs effectively. Similarly educated and better caliber people will be required to man the
EDBOs / PSSKs.
12.3.17 A better organized system of checks & balances will have to be introduced in the
new set up.
SUBSIDY
12.3.18 It will be the aim of the proposed corporation to become self sufficient / financially
independent in 5 years time so that subsidy can be done away with. Till that time
Government of India will have to reimburse the losses incurred by the corporation at
actuals.

12.3.19 Before converting into corporation a major exercise needs to be undertaken to

accurately figure out the costing and pricing of products and services of the Department.
At present no reliable data exists in the department and most of the credits and debits are
being done on historic basis, which do not reflect the present cost of the services being
provided. There is need to rationalize the accounting procedures and estimation of costs
has to done as accurately as possible by rational allocation of direct costs and overheads
to individual services and products.
12.3.20 Also a system needs to be introduced for regular / annual review of all the costs.
It is only after completion of such an exercise, the extent of subsidy required can be
correctly estimated.
12.3.21 As stated earlier, the activities of the Post Office can be divided into two
categories, as follows:
a) Universal Service Obligations -These need to be clearly defined. This may

include collection and delivery of mail, sale of postage stamps, etc. Such service
will continue to be loss making and will need subsidy from the government.
b) Retail Functions - All other functions which Post Office does and will do in future
on behalf of the government and other agencies should be charged on a
commercial basis. These activities must become self sustaining and start
generating surpluses after a reasonable period of time.

Postal Services - Growing Deficit
1800
1591 1550
1600 1500
1412
1400
1200
5th Pay Commission
993
Rs. Crores
1000
800 703
659
600
400 352
207
200
92
0
1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02
Years
Decreasing Volume Of Mail Traffic- Indian Scene
180
147.9 154.5 154.9 155.1

(Number of Pieces Handled) (in millions)
160
127.2 136.9 139.6

140 130.9 132.8
108.1
120
100
80
60
40
20
0
1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02
YEAR
Postal Services - Expenditure
6000
5000 5474.5
4907.3
4000 Increase in cost of rural network
Rs. Crores
3000 3313.5
2000
5th Pay Commission
1917.8
1522.2
1000
1165.7
0
1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03
Year
Postal Services - Revenue (including from agency services)

4000
3697.1
3500 3297.8
Increase in cost of rural network
3000
2500
Rs. Crores
2020.1
2000
1566.5
1500
1073.9
1000
5th Pay Commission
500
0
1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03
Years
ANNNEXURE - 1
Basic data relating to post offices in the selected

states
Table – 1
CIRCLEWISE POST OFFICES IN NORMAL, TRIBAL, HILLY, DESERT

AREAS AS ON 31 – 3 – 2002
Sl. Name of Normal Tribal Hilly Desert Total

No. Circle
1. Bihar 8977 47 Nil Nil 9024
2. Himachal Pradesh 122 159 2494 Nil 2775
3. Kerela 5060 Nil Nil Nil 5060
4. Orissa 6366 1793 Nil Nil 8159
5. Punjab 3910 Nil Nil Nil 3910
6. Rajasthan 5024 976 01 4433 10434
Table - 2
POST OFFICES, URBAN, RURAL, POPULATION AND AREA

SERVED BY PO
Sl. Name of Circle Post Post Total Population Area

No. Office Office Served Served
Urban Rural (2001 census) (sq.km.)
1. Bihar 432 8592 9024 9184 11.12
2. Himachal 122 2653 2775 2191 20.07
Pradesh
3. Kerela 876 4184 5060 6292 7.71
4. Orissa 603 7556 8159 4499 19.12
5. Punjab 485 3425 3910 6212 12.89
6. Rajasthan 804 9630 10434 5412 32.8
99
Table - 3
CIRCLE WISE VILLAGES (INHABITED) WITH AND WITHOUT POST

OFFICES AS ON 31.03.2002
Sl. No. Name of Circle Total No. of No. of villages No. of Villages
Villages with post without post
(Inhabited) office office
1. Bihar 38475 7313 31162
2. Himachal Pradesh 18178 2653 15525
3. Kerela 1453 1453 Nil
4. Orissa 46989 7556 39433
5. Punjab 12413 3425 8988
6. Rajasthan 37889 9645 28244
Table - 4
NUMBER OF LETTER BOXES IN URBAN & RURAL AREAS AS ON

31 – 3- 02
Sl. No. Name of Circle Urban Areas Rural Areas Total

1. Bihar 2717 21475 24192
3. Kerela 4854 15162 20016
4. Orissa 2423 21623 24046
5. Punjab 2678 11630 14308
6. Rajasthan 4434 25667 30101
Table - 5
CIRCLE WISE NUMBER OF VILLAGES WITH OR WITHOUT LETTER
BOX
Sl. No. Name of Circle Total number No. of villages No. of villages
of villages with letter box without letter
box
1. Bihar 38475 18395 20080
3. Kerela 1453 1453 Nil
4. Orissa 46989 20994 25995
5. Punjab 12413 10644 1769
6. Rajasthan 37889 15763 1617
100
Table -6
CLASSIFIED POST OFFICES AS ON 31 – 3 – 02
Sl. Name of HO DSO EDSO EDBO Total

No Circle
Urban Rural Urban Rural Urban Rural Urban Rural Urban Rural
1. Bihar 30 01 367 643 18 81 17 7867 432 8592
2. Himachal 15 03 103 341 04 14 Nil 2295 122 2653
Pradesh
3. Kerela 43 08 496 959 67 455 270 2762 875 4154
4. Orissa 35 Nil 576 654 21 171 31 6731 603 7589
5. Punjab 21 Nil 444 328 02 08 18 3089 485 3425
6. Rajasthan 53 02 701 695 23 78 27 8455 804 9630
101
ANNEXURE - 2
IMPORTANT DATA ON DSOs VISITED
Sl DSO/ HPO / EDSO No Sale No. of SB RD TD RPLI Remarks
No. Division / District. Staff p.m. EDBOs Accts Accts Accts Policies Numbers
Name of Post Master (Rs.) (Amount)
HIMACHAL PRADESH
1 Lote , Mandi, Lahaul, 3+1 1000 11 300 250 200 nil Problem of leave
Som Dev Bogthapa
2 Kanaid, Mandi (EDSO) Yog Raj 1+1 3000 14 100 400 04 nil Limit of 1500 on postage
villages is less.
RAJASTHAN
3 Mania, Dhaulpur, 1+2 5500 01 village 50 9000 250 10
(EDSO) B L Verma (06 lac)
4 Kundera, 1+ 0 1300 01 1500 1400 201 13 Collecting 140 tel. bills
Swai Madhopur (07 lac)
H P Meena
5 Ranigaon, Barmer 1+2 450 05 11650 46300 nil 20
(EDSO) Gewar Lal (10 lac)
6 Viram Deo Chowk, Jalore, Devi 1+3 17000 05 300 4500 200
Lal
7 Khairwa, Pali 1+2 1500 04 107 236 05 Nil Shortage of staff
D S Ranawat
BIHAR
8 Arerhat , Madhubani 1+3 6000 08 3800 892 389 15 Postman to be provided
Ashim Ansari (7.5 lac) with cellphone
9 Madanpur, Aurangabad, 1+ 1 8600 10 14500 2638 1200 19 Shortage of manpower
Sahendra Mishra NA
99
10 Punpun, Patna 1+6 21000 15 718 2385 56 nil Lockers be provided
Ram Nagina Prasad
11 Tharbitta, Saharsa 1+3 3000 05 4000 2000 45 35 Delay in payments
B L Chodhary (30 lac)
KERELA
12 South Paravoor, (EDSO) 1+2 7000 01 100 60 03 02 Difficult in rainy season
Ernakulam, (01 lac)
Ms Velly K K
13 Eddamulakkal (EDSO) Quilon, !+2 7700 01 475 50 09 07
T Lalithammal (40,000)
14 Ponga,(EDSO) 1+2 5400 03 -- -- -- 06 During rains, delivery by
Alappuzha, Sivanandan K (04 lac) boat
15 Kozhinjampara, (DSO) Palakkad, !+6 ------- 04 800 3000 250 22 Heavy workload, ledgers
O Chandran NA pending
16 Udayamperoor, (DSO) 1+5 ----- 03 693 8360 52 Nil Computer reqd. for 1000
Ernakulum, RD Accts.
Jacob John
17 MallankumnathKava (DSO) 1+ 1100 09 2572 40000 1127 15 PCO be put in all POs
Thrissur, NA
P Ramakrishnan
18 Kottarakkara, (HPO) Quilon, --- ---- 59+14 10250 78000 1890 Nil Western Union money
S Sudhakaran transfer working. 10 p.m.
19 Iron Bridge PO 1 + 24 ---- 02 --- --- --- 76
Allapuzha, NA
R Monian
20 Cherukal , Mavelkkara, (DSO) 1+5 ---- 02 --- --- --- 06
J Jayasreeamma NA
21 Ayur , Pathananthitta (DSO) 1+7 7+1 2000 -- -- -- nil
Devrajan Pillai
100
22 Niranam , Thiruvalla (DSO) 1+7 1+3 -- -- -- -- 01
K S Chandran NA
23 Kanjaveli, Quilon (DSO) 1+3 02 -- nk nil nil nil Rs. 06 lac worth SB
K Sashidharan accts.at DSO.
24 Kulamava, Idduki, -- 01 -- 154 1200 -- 01 Rs 12.7 lac in SB on
(Hilly Tribal area) NA 30.11.02
A J George
25 Thottakkad (DSO) 1+5 03 -- 550 -- -- Nil
Changanacherry,
Ms P K Aleyamma
ORISSA
26 Jharasguda, Sambalpur (DSO), 1+3 06 19000 277 489 01 23+ 19 NSC, KVP, MIS amounts
Durga C Sohala (12,000) to Rs 6.38 lac
27 Bareipali , Sambalpur 1+2 13 5900 10 10 nil nil Proper furniture and
EDSO, P K Ghosh forms reqd.
28 Digapahandi, 1+3 10 25000 5400 1857 441 90 Pensions through DSO
Berhampur (35,000)
DSO,
Purusottam Sethy
29 Muniguda, Koraput DSO 1+3 18 20000 4250 600 nil 04 DSO needs to be in
Dandu Muram (02 lac) proper building.
30 Semliguda, Koraput 1+3 17 25000 705 923 152 95 Also 700 TRC & 27 MIS
DSO (22,000)
Nirmal K Sankan
31 Sankara, Sundergarh 1+3 06 9000 33000 1990 59 nil
DSO, P C Patel
32 Kansbahal, Sundergarh 1+3 06 15000 6800 2000 290 27
DSO, (12,565)
Sibaram Choudhry
101
33 Kirai, Sundergarh 1+3 04 6000 2658 1503 151 01 Proper trg. Reqd at BOs
DSO, Kapil Ch Patel (50,000)
34 Betnotti, Mayurbhanj 1+2 16 85000 104000 2600 250 200 DSO doing well
DSO, S Mandal (80 lac)
35 Krishna Chandrapur, DSO, !+3 10 13000 8000 4000 50 15
Mayurbhanj, (10 lac)
K C Sahoo
36 Barhat Tarlochanpur DSO, 1+2 10 8000 900 500 50 nil
Bhadrak, Sridhar Jena
37 Dolasahi, Bhadrak, DSO 1+3 09 6000 4500 2065 38 01 TRC-300
AnandaChandra Das (20,000)
38 Goumat, Bhadrak, EDSO 1+2 10 45000 7800 1500 200 Nil TRC 170
Praveen Kumar Parida
39 Arsa, Bhadrak , 1+3 04 1200 1500 350 10 06
DSO (2.5 lac)
Manmath Kumar Das
40 Ada, Bhadrak, 1+2 36 17000 3000 3700 200 80 TRC- 500
DSO NA
Baikunthnath Behra
41 Dungura, Bhadrak, DSO 1 +1 15 2000 nil nil nil 05 Poor business at DSO
Laxman Jena NA
KARNATAKA
42. Banavasi 1+3 09 -- 3023 3033 510 100 Good accts.
55lac TRC-500p.m.
43. Tiruchitramblam 1+3 5 4000 10000 30 150 Industrial area BOs are
1.5 crores heavy
102
ANNEXURE - 3
IMPORTANT DATA ON EDBOs VISITED

Orissa
Sale of Regd. Mail Ordinary Ordinary M.O M.O No. of No. of No. of
SL Division EDBO Postage Despatched Mail recd Mail despatched. Recd. SB RD TD RPLI Remarks
NO p.m p.m p.m despatched p.m Per accts accts accts
p.m month
1 Cuttack Patpur 1470 54 100 100 15 12 338 66 32 4 lacs
2 Bir 347 04 350 350 3 27 70 90 3 - KVP, NSC
Nilkanthpur
3 Panch gaon 447 03 400 400 10 25 813 150 1 -
4 Tillotama 1433 15 1000 1000 7 100 500 300 5 1 crore
Deipur
5 Bhutmundai 450 27 900 900 26 41 56 85 6 35
lacs
6 Patanigarh 1500 8 750 600 7 13 700 285 6 4 lacs
7 Taladanda 600 10 600 900 15 70 150 60 10 -
8 Khurda Barkul 700 50 600 600 40 70 300 107 - - NSC,

Elect.bill
9 Badapari 700 7 1050 1000 5 55 115 20 -
10 Chanagiri 800 100 750 450 30 200 150 80 - -
11 Gangapada 1070 28 1250 1200 12 10 169 38 26 10 lacs
12 Antar kiari 550 20 600 600 10 150 150 25 - -
13 Motta 3970 121 1375 1700 30 150 250 263 3 30 lacs
14 Singheswar 700 62 900 900 4 27 340 82 - 3.3 lacs
103
p.m month
15 Puri Siula 150 10 300 600 2 3 95 114 01 -
16 Haripur 377 60 2100 2200 100 150 600 50 - - Elect bill.
TRC
17 Olikana 500 30 1200 2000 30 50 700 75 - 3 lacs Elect bill.
TRC
18 Bir Pratap 250 35 900 1000 15 25 75 125 5 -
pur
19 Bir Narsingh 720 13 450 1500 9 22 391 140 10 12.25 TRC
pur lacs
20 Bhubane Kusupur 350 15 900 750 8 35 144 38 5 1.5 lacs Elect bill.
swar TRC
21 Dighal 300 10 750 300 30 80 145 18 - -
22 Konark 600 20 900 1000 20 150 90 62 6 20
thousand
23 Balanga 8055 650 750 900 90 160 12000 5000 302 - Elect. Bill,
pension
24 Kalahandi Gadiajore 750 15 500 600 8 25 230 170 27 33.5 lacs Pension
25 Tarapur 200 2 140 150 4 12 15 28 - 10 TRC
lacs
26 Nunmath 600 20 400 600 5 10 50 57 - 8.5 lacs TRC
27 Thuapadar 200 1 100 200 2 12 10 13 - - -
28 Bagad 500 3 300 250 3 25 15 40 - 4 lacs -
29 Parmand pur 800 25 450 200 10 40 80 139 - 6.5 lacs More
working hr.
30 Medinipur 300 5 900 2400 5 15 200 57 - 1.5 lacs Elect bill.
TRC
31 Gudiali padar 200 4 350 800 5 25 15 15 - 2.25 lacs TRC
104
p.m month
32 Chancher 500 7 180 300 5 30 80 45 1 7 lacs TRC
33 Boria 200 4 240 900 7 12 10 7 - -
34 Patharla 100 3 100 150 3 25 24 40 - -
35 Balasore Balia 150 1 5000 5000 10 35 40 - - 1 lac -

36 Govindpur 200 6 575 560 30 50 70 70 45 2.8 lacs Office
stationery
37 Chanpur 1200 35 5000 5000 10 30 150 60 - - STD, KVP
38 Somnath pur 500 50 2500 2450 60 50 20 30 - -
39 Jaydeb 416 26 1250 1240 7 31 78 67 - -
kasba
40 Genguti 50 2 750 740 10 10 150 170 - 45 thnd.
41 Bardhanpur 458 8 1250 1240 7 4 560 380 30 8 lacs Elect.bill
42 Bankeswar 48 5 750 740 9 9 500 200 10 1.4 lacs KVP, NSC
43 Inchudi 725 17 1200 1150 16 23 350 220 10 6.8
lacs
44 Nuapadhi 425 3 1250 1200 7 6 35 32 - 18 lacs KVP, NSC
45 Aromola 400 10 400 390 50 16 20 100 - 3 lacs Pension
payment
46 Januganj 1000 100 10000 9500 150 125 100 485 - - Stationery
shortage
47 Kuanarpur 450 18 700 690 15 60 50 50 1 - Pension,
BPL survey,
census work
48 Bhimpur 300 20 2000 1900 30 70 150 100 20 3 lacs
49 Khan nagar 300 05 750 740 15 8 300 40 1 1.10 lacs
50 Bhadrakh Tihidi 25000 625 2600 7500 250 1125 10000 3500 500 50 lacs
105
p.m month
51 Dhusuri 9044 98 1650 1640 120 1200 6196 1405 550 - -
52 Dungura 500 75 600 550 150 250 - - - -
53 B. Trilochan 3500 250 2500 2300 250 750 900 500 50 - -
pur
54 Dola sahi 4630 73 2050 2040 51 348 4500 2065 38 20 thnd. -
55 Guamal 1500 100 750 730 56 162 7800 1500 200 - -
56 Arsa 1000 10 2250 1300 16 130 1500 350 10 2.5 lacs
57 Ada 6000 500 2500 2475 50 500 3000 3700 200 15 thnd.
58 Sindol 600 60 1200 1200 6 250 482 109 9 2.9 lacs
59 Bhat pada 800 40 900 1100 150 200 105 140 2 14 lacs
60 Mayurbhaj Krushna 13000 300 600 600 250 500 8000 4000 50 10 lacs
Chandra pur
61 Betnoti 75000 30 35000 20000 200 250 1400 2600 250 80 lacs
62 Goudadiha 380 8 700 750 5 40 80 105 34 -
63 Kochila 350 15 400 10000 40 50 350 190 - 5 thnd
khunta
64 Sundargarh Lankahuda 520 10 300 300 2 15 750 400 15 10 lacs NSC, KVP,
Elect,bill
65 Kirai 5100 56 250 250 41 83 2658 1503 151 50 thnd. More
manpower
66 Sankara 7110 127 270 120 105 243 33000 1973 59 -
67 Kansbahal 15450 364 5000 7000 277 99 6800 2000 290 12.5
thnd
68 Rayagada Jamadei 193 47 1000 900 2 15 30 40 - 3 lacs

(Koraput ) pentha
106
p.m month
69 Deoghati 33 1 250 250 1 340 60 20 - -
70 Muniguda 14410 218 5000 4500 354 106 4250 600 - 2 lacs
71 Semiliguda 20565 216 18000 19000 302 196 705 923 152 2.3 lacs
72 Kunduli 820 5 3000 2900 52 1 150 70 3 15 lacs
73 Dumuriput 385 1 2650 2630 8 4 180 106 - 1 lac
74 Mathalput 1483 28 3100 3050 66 14 202 20 - - TRC
75 Kasandi 680 6 2050 2000 30 4 120 65 - 1 lac
76 Berhampur Digapahandi 21880 132 11230 11230 99 221 5400 1857 441 -
77 Gokannapur 358 7 1000 1500 2 37 55 35 4 -
78 Bikrampur 455 6 750 2000 9 37 42 115 - 6 lacs
79 Angargaon 509 19 1200 1250 7 24 200 92 15 4 lacs TRC
80 Kinnigaon 155 3 500 500 4 8 145 104 18 50 thnd
81 Narayanpur 1450 78 508 508 3 45 116 34 - 20 lacs
82 Sambalpur Badamal 773 33 600 580 10 3 23 29 - 1 lac

83 Sankarma 92 5 900 900 5 42 100 18 - -
84 Jharsuguda 16075 134 1500 1500 203 314 277 489 1 -
85 Bareipally 3831 84 3000 5000 106 15 10 10 - -
107
Himachal
SL Division EDBO Sale of Regd. Mail Ordinary Ordinary M.O M.O No. of No. of No. of RPLI Remarks
NO Postage Despatched Mail recd Mail despatched. Recd. SB RD TD
p.m p.m p.m despatched Per month Per accts accts accts
p.m month
1 Hamirpur Jol sappar 2500 2 200 200 8 5 - - -
2 Dangri 1500 2 150 200 5 3 - - -
3 Sirmaur Kammuwala 1000 5 250 300 10 4 - - -

4 Pagar 200 2 100 150 8 3 - - -
5 Shimla Baldian 150 5 150 200 5 4 - - -
6 Mandi Gawali 150 9 250 375 3 20 35 100 10 - Passbook to

be issued by
BO
7 Pali 800 30 830 500 4 25 60 200 20 - Shortage of
stationery
8 Darang 2000 150 875 750 7 200 50 225 3 -
9 Kapahi 800 12 1000 625 5 80 400 500 100
10 Kanaid 3000 100 875 500 25 45 100 400 4 - Limit of 1500
to be
increased
11 Chambi 3000 175 1500 625 7 250 100 100 7 -
12 Mahadeb 2500 100 700 500 15 25 - - - -
Sing nagar
13 Koksar 500 125 375 325 2 2 - - - -
14 Trilokinath 90 6 150 200 1 55 - - - -
15 Yurnath 125 5 100 175 2 3 - - - -
108
SL Division EDBO Sale of Regd. Mail Ordinary Ordinary M.O M.O No. of No. of No. of RPLI Remarks
NO Postage Despatched Mail recd Mail despatched. Recd. SB RD TD
p.m p.m p.m despatched Per month Per accts accts accts
p.m month
16 Sissu-I 150 5 200 100 2 10 2 4 - - Younger
people may
be posted
17 Tandi 100 12 250 200 4 9 5 - - - Jute bags
not available
18 Palchan 567 15 400 390 7 85 20 66 - -
19 Kangra Angreta 400 10 500 350 3 5 50 45 8 -

20 Banuri 2000 120 1250 875 30 400 100 300 35 -
21 Mc leod ganj 300 5 375 150 2 20 150 100 - 3 lacs
22 Sadwag 2500 40 875 625 15 70 100 220 15 -
23 Bagli 600 6 600 500 2 25 28 14 - 13 Shortage of
lacs stationery
24 Gurchal 1000 25 1000 650 6 0 41 147 - -
25 Solan Basal 250 10 200 150 4 8 - - - -

26 Dhraot 300 4 80 100 5 10 50 200 - -
109
Rajasthan
SL Division EDBO Sale of Regd. Ordinary Ordinary M.O M.O No. of No. of No. of RPLI Remarks
NO Postage Mail Mail Mail despatc Recd. SB accts RD TD accts
p.m Despatc recd p.m despatc hed. p. Per accts
hed hed p.m m. month
p.m
1 Jaipur Nayla 700 25 150 1500 7 40 15 275 2 . TRC
2 Mohanp 400 7 1000 1000 5 100 40 60 - 2lacs TRC,elect bill
ura
3 Sikar Mandaw 423 63 350 400 4 18 15 560 12 - STD,Elect bill

ara
4 Kashi ka 57 4 650 800 1 14 32 37 - - TRC
vas
5 Harsh 1588 7 300 600 1 24 21 192 10 - Elect bill
6 Pali Dhamli 135 1 575 690 2 10 56 192 - - Elect bill

7 Lambia 145 1 350 875 1 20 24 37 - - TRC,Elect
bill,Pension
payment
8 Hingola 22 2 120 214 2 2 14 20 - - -
khurd
9 Mandia 430 1 250 1000 2 10 72 303 - 15lacs
10 Hema 2800 76 500 2200 5 35 25 65 15 15.5lacs TRC,Elect bill
vas
11 Khairwa 1238 32 1800 2600 22 41 107 236 5 - TRC,Elect bill
12 Jalore(Sirohi) Viram 17153 572 700 1200 3 14 300 4500 200 - -

deo
chowk
110
p.m
13 Godan 261 5 200 300 1 57 17 12 95 76.4 -
lacs
14 Badan 240 2 200 300 2 108 91 67 6 0.5
badi lac
15 Bhagli 74 2 150 275 2 87 87 13 - - -
singhlan
16 Sankarn 64 2 100 150 1 156 8 44 - - -
a
17 Leta 60 1 120 140 1 129 46 173 1 - -
18 Barmer Rani 349 7 250 350 12 23 5 207 - - -
gaon
19 Uparla 20 1 50 90 1 7 2 10 - - -
20 Garal 35 1 250 400 1 5 5 68 - - -
21 Chawa 10 1 75 100 1 15 4 10 - - -
22 Dhok 25 1 90 100 1 10 8 8 - 4lacs -
23 Mahabar 100 1 150 500 1 8 2 6 - - -
24 Kurla 40 2 125 200 1 6 3 60 - - -
25 Punio ki 35 1 100 160 1 38 13 26 - - -
basti
26 Sirohi Mandwa 469 2 2000 2200 3 40 2 15 - - TRC,Elect bill

27 vagsin 71 4 500 500 1 31 20 48 - - Stationery shortage
28 Morli 31 1 500 300 1 35 - 2 - - IPO facility
29 Jaitpura 257 2 300 450 2 80 4 90 - 0.5 lacs TRC
30 Joyla 243 2 300 1200 2 50 121 164 - - Reqd.Training
31 Hanumangarh Jorkia 215 8 600 750 2 51 102 109 - 2.25 lacs IPO,TRC,
111
p.m
(south Elect.bill
Ganganagar)
32 Rorawali 374 1 500 1250 1 50 143 66 - 2.25 Quick Service More
Lacs cash limit
33 Nawan 120 2 250 750 1 85 21 30 - -
34 Sawai Kundera 1300 7 1500 2000 7 297 1500 1100 201 7lacs
madhopur
35 Rawal 25 1 150 300 20 55 76 12 1 -
36 Kustala 525 2 250 1000 2 84 20 399 15 - -
37 Mui 7 1 75 150 1 18 26 25 2 -
38 Sherpur 800 10 250 6250 6 1708 100 625 - 2.25
Khilchip lacs
ur
39 S.Ganga Ngr Kundalw 307 13 300 1500 03 29 - - - - Shortage of Staff.

ala Coverage of villages
should be less
40 Chak- 50 01 50 125 02 05 09 07 02 0.75 lacs TRC
10-Z
41 Chak- 345 02 200 700 01 23 02 500 - - BPM demands
12-Z Commission
42 Chak- 256 01 450 500 01 30 04 60 - - Postal order, PCO,
15-Z TRC, Elect bill
43 Karoli Bhunehr 70 01 150 225 01 51 01 60 03 - BPM not interested

a
44 Karsai 127 05 60 200 02 50 04 40 01 - -
112
p.m
45 Mahmoo 47 01 175 400 02 07 07 20 - - -
d pur
46 Kalyani 102 02 200 350 01 90 06 08 01 - -
47 Bikaner Pugal 1530 20 3750 5000 05 32 - 68 - - More cash limit,

TRC, Elect.bill
48 S .P 495 04 600 600 03 05 22 18 - 0.25 lac TRC
Kosha
49 Ridmals 120 01 600 650 02 94 40 175 - - TRC, Water, Elect.
ar Bill
50 Nagaur Kumhari 193 02 250 875 05 53 94 3.63 - - TRC
51 Bhakrod 178 02 200 300 03 37 03 33 - 0.5 lacs Water, Elect. Bill
52 Kharnal 56 01 50 250 01 10 01 22 - - TRC, Water, Elect.
Bill
53 Tonk Mehudw 1500 25 600 1500 07 70 30 300 02 7 lacs More cash limit,
as Shortage of
stationery
54 Sonwa 300 10 500 1500 04 80 01 40 - - TRC, PCO
55 Peeh ki 1500 10 750 2000 02 60 10 700 - - Staff shortage
Baori
56 Chatar 50 01 150 500 01 40 - 40 - 0.5 lac -
Ganj
57 Devli 206 30 75 145 05 150 80 150 7 1 lac Stationery shortage
58 Jodhpur Daudniy 25 15 200 250 04 40 30 151 - - PCO

an
59 Lawal 300 04 350 350 07 65 07 150 - - PCO,TRC, Elect. Bill
113
p.m
60 Mandla 300 05 200 300 01 39 03 108 - - location not good
kala
61 Khetolai 400 20 150 300 03 12 05 256 - - Low business
62 Gomat 150 02 525 525 01 16 36 58 - - Low business
63 Dhaulia 250 04 150 250 06 10 - 100 - - Large area difficulty
in letter
Distribution
64 Kanoi 500 05 250 400 05 40 02 102 - - PCO, TRC, Elect,bill
65 Sam 1200 10 1500 2200 15 10 30 130 - - TRC, Elec. bill
66 Bharatpur Panhori 150 12 450 600 03 12 01 03 - - Low business
67 Barkher 470 10 500 508 01 07 130 224 02 2 lacs
a
68 Jaluki 400 23 810 660 03 06 12 10 - - BPM not interested
69 Alwar Bagar 250 06 450 360 05 55 05 15 - - TRC

rajput
70 Gaudura 575 17 660 1500 10 70 50 200 - - Shortage of
stationery
71 Bhilwara Mahuwa 1198 18 2400 4500 02 87 10 532 - - Timely payment of

RD
72 Devli 06 02 150 450 02 16 02 05 - - Water and electricity
bill
73 Senthuri 30 03 150 300 01 23 - - - - BO can work as a
a co operative society
74 Kodu 106 01 150 600 03 18 10 33 - - BPM not interested
kota
75 Chittor garh Harnath 50 05 450 450 02 06 14 32 - - Awareness on
114
p.m
pura postal service
76 Kankaw 525 02 900 1050 01 53 30 124 - 3.5 lacs
a
77 Jashma 508 11 375 500 02 22 05 72 - -
78 Beawar Lambak 49 02 300 400 02 07 05 01 - - TRC

undka
79 Beghiya 303 01 200 300 01 18 16 47 05 - Electricity bill
vas
80 Dungarpur Tejpur 355 05 175 832 01 44 - 04 - - Cost of stationery to
be reduced
81 Badgaon 126 01 750 1826 05 25 72 373 - - TRC
82 Galkia 114 02 450 1012 02 211 124 101 - 0.8 lac School fee
collection, Fax,
Xerox
83 Chiriyav 489 23 750 1826 05 25 72 373 - - TRC, elc. Bill
as
84 Udaiapur Padauli 01 01 50 75 22 - - - - - TRC, elect. Bill

kalan
85 Bhadui 05 01 600 1000 01 01 51 53 16 -
guda
86 Bandsa 1042 01 1000 400 02 04 69 134 - -
87 Ajmer Krishan 200 02 60 500 01 20 50 34 01 0.25 lac

pura
88 Nand 250 01 75 250 01 35 18 11 - 0.25 lac
115
p.m
89 Churu Khasali 81 03 450 800 01 25 20 375 - -
90 Ghangh 1080 02 350 1200 03 47 13 924 - -
u
91 Dhaulpur Mangrol 300 01 1000 1200 01 45 10 38 - 1.5 lacs

92 Baretha 2020 01 250 200 08 19 08 15 02 -
93 Mania 4765 900 1800 1200 49 70 50 2000 250 6 lacs
94 Jalalpur 05 01 200 60 01 41 15 80 - 8 lacs
95 Barehm 140 01 500 50 01 32 12 42 - 17.5 lacs
uri
96 Jhunjhunu Birmi 450 03 300 750 01 17 25 32 03 7.75 lacs
97 Churla 514 12 250 750 01 06 27 124 33 -
116
KERALA
Division EDBO Sale of Regd.mail Ordinary Ordinary M.O M.O No. No. No. RPLI Remarks
SL Postage Despatched Mail recd Mail despatched. Recd. of SB of RD of TD
No. p.m p.m p.m despatched p. m Per accts accts accts
p.m month
1 Allepey Punnakunn thesery 11400 38 2000 2500 68 156 40 467 4 12lacs -
2 Punnakunn thesery 1500 25 750 1000 5 20 194 130 1 - -
south
3 Ponganedumdi 5390 27 3000 3250 9 77 - - - 4lacs -
4 Quilon Thrppilazhikom 5000 50 2500 5000 25 350 2000 1192 6 - PCO,

competition
from courier
5 Chanapara 4000 70 1000 4000 65 90 42 84 - - Staff
shortage
6 Kerupara 5000 200 3125 5000 20 600 300 30 10 - -
7 Ozhuku 2500 40 1250 5000 25 110 120 300 22 12lacs -
para
8 Pattanamthitta Edamulakkal 7700 250 6875 8750 30 200 475 50 9 4lacs -

9 Vadakkumbhagom 3500 100 3125 5000 55 150 200 250 15 - -
10 Valanja 3000 50 5000 6250 30 75 95 370 15 - -
vattom east
11 Ernakulam Thalakode 1200 40 1000 3750 10 200 21 4 - - Large area
12 Neria 10000 500 2500 7500 40 150 210 91 2 - More work
mangalam load
13 Nadakavu 5000 200 6250 8750 10 60 200 29 10 - -
14 South paravoor 7000 70 2500 5000 15 50 100 60 3 1 lac Rainy season
problem
15 Idukki Karippilangad 1000 10 450 1500 10 20 320 100 - 3 Tribal area
Policy
117
p.m month
16 Kovakandam 2000 20 2250 8750 20 150 500 100 1 100 Large area
policies
17 Kottayam Thrikotha 3000 25 5000 8750 25 95 240 52 - 1.5

mangalam lacs
18 Eravinalloor 4000 100 5500 8000 20 60 350 450 2 14
policies
19 Changa Eravuchira 2500 20 2500 8750 15 100 250 140 10 26

cherry policies
20 Ponganthana 2000 130 1500 4000 10 300 400 12 - -
21 Mavelikkara Pavukara 5000 50 3750 5000 40 100 50 150 - 22 pol.

22 Eramathoor 6000 200 6250 7500 - - 30 360 7 3 lacs
23 Trivendrum Poothura desam 2500 50 1250 5000 10 100 220 57 1 20 lacs

(North)
24 Melivetoor 4955 50 2000 3750 15 60 50 20 2 1 lac
25 Kaikkara 6000 40 3000 4250 15 150 600 18 14 60 lacs
26 Trichur Poomala 6000 240 2250 5000 75 200 200 5 - 1 policy

27 Chottupara 500 3 750 1750 5 30 142 37 4 12 pol. Low business
28 Chaipankunzhi 5000 50 1250 1750 20 30 135 60 1 - Hilly area,
PCO
29 Vettilapara 4000 160 3750 6250 20 60 140 114 3 - Staffshortage
30 Palakkad Vannamada 4000 300 7500 6250 40 150 170 110 - 0.5 lac Lack of basic
118
p.m month
facilities
31 Palaniyar palayam 4387 10 2500 3750 33 200 230 120 - 15 lacs
32 Ottapalam Kavundikkkal 1500 10 1125 1500 15 50 503 40 4 8 lacs
33 Mukkali 2500 15 1250 1500 22 15 492 30 6 3 lacs
34 Manjeri Edivanna 3500 15 1500 3000 20 60 150 80 - - -

35 Aruvacode 3000 25 625 --- 27 -- 1000 48 - 1.5 lacs
36 Tirur Kololambu 9000 20 5000 7500 30 100 1000 55 11 0.5 lacs

37 Sugapuram 14000 40 5000 5500 26 86 500 1 16 1 crore Rich area
38 Kannaur
39 Chingalai 5000 200 3750 5000 40 200 - - 7 - -
40 Paisakkari 5000 25 3750 3750 50 50 300 75 - 6 lacs
41 Thalaserry Kindanhi 3500 250 1000 2000 20 40 250 125 12 25 thnd Less activity
42 Mekkunar 8000 75 3750 5000 40 100 100 50 10 - -
43 Vadakara Rayarangoth 5000 100 2500 3750 20 60 200 7 - 2lacs Inactive BPM
44 Kannukkara 10000 250 4550 5125 40 130 150 10 2 - -
45 Calicut Vavadu 4000 200 1250 5000 30 100 424 80 - 3
policies
46 Thachanpoyil 3500 20 3750 8750 30 100 200 45 6 4 lacs
119
BIHAR
SL Sale of Reg. Mail Ordinary Ordinary Money Money NO. of Remarks

NO Division EDBO Postage despatch Mail Mail order order Accounts / policies
per ed per received despatch despatch receiv SB RD TD RPLI
month month p. month ed per ed p.m ed per
month month
1 Patna Sripalpur 210 02 250 350 06 08 34 49 - 10 PCO, seed and
lacs fertilizer sale
2 Bea pur 557 04 250 750 03 47 03 08 - 3.4 lacs PCO
3 Sherpur 726 18 800 500 05 47 50 47 - 7 lacs NSC and PCO
4 Kurthaul 739 34 350 625 03 07 -. - - 6.1 lacs PCO , TRC &
Elect.bill
5 * Punpun 19340 72 570 3000 25 136 718 2419 56 Loan through S.O
Locker facilities
6 Champaran Mahmada 1800 03 150 1000 02 22 01 03 - 7 lacs PCO, TRC
(Motihari)
7 Katehen 379 07 150 1200 01 110 - - - 7 lacs Stationery
shortage
8 Betiah Sahadatpur 408 15 700 800 02 22 - - - 0.6 lac PCO
9 Puraina gasai 600 04 300 500 03 37 35 46 03 0.7 lac NSC, Elec,
TRC bill
10 Siwan Chhapia 2293 21 500 700 02 119 151 02 - - TRC
Bujurg
11 Khajuri 352 22 500 1200 02 75 - - - 2.9 lacs PCO
12 Bhitbhrwa 305 03 150 250 07 58 - - - 4.2 lacs TRC
13 Chanp 86 02 100 250 01 44 - - - - Awareness on
RPLI
Reqd. PCO
14 Makand 104 03 700 1000 02 41 01 - - - PCO
120
month month
15 Gaya Musepur 360 10 1200 750 01 15 - - - - PCO
16 Dora 240 03 1350 2100 03 06 300 100 05 1 lac PCO, Security

arrangement
17 Khabhainy 700 04 1800 1200 10 25 400 74 19 6.1 lacs PCO
18 Noawma 200 05 600 900 08 24 18 35 01 0.43 lac PCO
19 Bjojpur Dularpur 530 01 250 500 02 26 26 1 - 0.4 lac Pension payment
Elect.bill collection
20 Kapuran 180 01 550 500 - 858 19 14 - - PCO,Pension
payment
Elect.bill collection
21 Sarna 100 02 500 600 02 18 - - - - Stationary
shortage
22 Ratanpur 200 01 250 500 02 18 - - - - TRC,PensionPaym
ent, Elect.bill
23 Munger Bhalar 300 65 400 600 01 24 150 200 - 8.5 lacs KVP/ NSC
24 Herudiyara 60 01 400 1500 01 20 - - - 10.7 lacs TRC,Elect bill
25 Benigir 615 01 250 1100 02 28 - - - 2 acs Computerization
Attractive schemes
26 Lohchi 323 06 750 1000 05 51 19 11 - 6.25 lacs Accounting
problem with S.O
27 Sarobag 199 05 175 800 01 34 70 25 01 1.1 lac TRC, Elect.bill
28 Ora bagicha 49 01 250 600 01 18 161 42 25 6 lacs Quick service
reqd.
29 Begusarai Papraur 760 07 2000 1300 06 34 1000 44 36 20 lacs Speed post,

KVP,NSC etc
30 Noorpur 892 17 500 1000 04 53 467 15 - 9 lacs Speed service
121
month month
reqd.
31 Singhol 105 05 2000 5000 01 34 538 04 03 34 lacs More cash limit,
Stationary
shortage
32 Saharsa Narhi 460 30 450 600 02 13 105 65 - 12 lacs TRC, KVP, NSC
33 * Tharbitta 2960 35 1100 1350 17 369 4000 2000 45 30 lacs Quick payment of
FD Schemes, TRC
34 Parari 331 06 200 250 02 45 100 75 05 - TRC, Electb bill,
interest onSB
toincrease
35 Chainpur 360 10 150 300 01 40 800 100 15 - TRC, Elect bill
36 Parsarma 165 04 200 425 01 28 128 16 - - TRC
37 Purnia Kanharia 1495 20 1000 800 45 642 - - - 30.5 lacs NSC/KVP, off.
Delay
38 Mahalbadi 100 02 500 600 08 260 274 16 - 24 lacs More cash limit,
delay
39 Champawati 640 21 600 900 04 161 500 56 - 60 lacs More cash limit,
delay
40 Parasmani 246 06 900 1100 03 103 100 60 - 34 lacs New technology
reqd.
41 Madhubani Khajuri 51 450 600 01 04 - - - - -
42 Ranti 220 04 450 300 02 40 500 90 03 29.7 lacs Co-operative
Services
43 * Arerhat 5500 57 4500 12000 13 486 3800 892 389 7.5 lacs Mobile phone
service
44 Darbhanga Sonki 275 28 1500 1200 01 221 87 28 - 4.2 lacs TRC,Elect.bill
45 Nawada 135 06 1500 1800 01 45 32 25 02 32 lacs NSC,KVP, Pension
payment
122
month month
46 Mahinam 137 05 450 600 04 29 16 12 - 22.65
lacs
47 Samastipur Raghukant 05 11 900 1050 07 27 96 31 - 8 lacs PCO
48 B 187 01 75 1800 01 146 96 31 - 10.8 lacs NSC, KVP

.Barhanda
49 Sitamarhi Bakhri 146 01 750 1500 01 22 61 52 02 32.89 TRC
lacs
50 Bishanpur 118 02 450 900 01 40 66 80 - 10.5 lacs TRC, electbill
51 Rajo Patti 770 32 2100 3000 02 40 43 47 02 - NSC,KVP,IPO
52 Rewasi 185 08 750 1200 10 119 57 83 17 82 lacs NSC,KVP,TRC
53 Punoura 105 04 900 1500 13 35 181 80 - 33.35 TRC,IPO
lacs
54 Muzaffar Shilaballi 1000 04 400 750 01 67 456 55 - 15 lacs
pur
55 Goriagamadih 91 03 600 750 03 36 11 09 - 12.5 lacs IPO should be
available in BO.
56 Sakri Saraiya 66 01 300 120 01 32 60 36 - 2.5 Lacs TRC,Electric Bill
57 Anant 29 01 600 750 01 89 04 28 - 16.95 Trc,Electric Bill
Kamtaul lacs
58 Chakwata 285 02 450 600 01 36 46 12 - - NSC/KVP in BO
Nagma
59 * Narma 2682 145 7500 4500 41 1745 3700 600 67 1 Crore TRC, Mobile
Facility
60 Saran Khanpur 396 01 250 03 106 - - - - 27.6 lacs PCO,TRC
61 Natwar 585 08 300 500 04 157 45 11 - 11.20 TRC
semeria lacs
62 Sonia 200 01 500 800 01 62 - - - 10.25 Authorization for
123
month month
lacs SB, etc
63 Erai 235 01 700 800 01 55 10 02 - 2.25 lacs PCO
64 Nalanda Rajgir kund 2450 17 600 -- 13 - 40 34 02 - STD,PCO
65 Rana bidha 330 09 450 900 19 200 369 13 03 1 lac Shortage of
stationery
66 Karah 600 05 450 900 14 40 200 20 - -
67 Badgaon 150 01 900 - 01 - 06 - 01 1.5 lac
68 Vaishali Gurmia 60 12 40 30 01 154 77 - - - More cash limit,
Stationery
shortage
69 Jurawanpur 55 88 125 600 01 56 527 37 607 8 lacs Cash doesn’t come
karari according to
money order
70 Manikpur 250 02 900 1000 01 125 63 20 - 8.25 lacs TRC, elect.bill
pagdi PCO,NSC
71 Paharpur 260 18 250 450 05 58 - - - 5 lacs Cash problem on
money order recd.
72 Nawada Gohawa 300 01 450 750 01 33 65 10 - 1 lac Widow pension

73 Farhar 705 13 1000 750 16 308 25 - - - TRC, Elect bill
rahimabad
74 Akona bazar 309 11 900 1500 01 29 525 10 24 8.25 lacs NSC facility
Cash problem on
money order recd.
75 Fatehpur 25 32 750 900 10 60 69 61 34 0.4 lacs Crop insurance
morh NSC
76 Bhagalpur Tetari pakda 2010 12 2100 1200 03 58 70 42 - 5.2 lacs
124
month month
77 Pakara 500 01 750 300 03 30 206 29 17 3.75
lacs
78 Sahu 1250 12 1500 1800 12 43 586 22 31 10.9 lacs Loan facility
parwatta
79 Khagra 240 04 750 600 01 45 239 67 05 4.10 lacs
80 Rohtas Amiyawar 180 04 750 600 01 45 380 03 115 30 lacs Loan facility
81 Akorhi 110 01 400 200 01 60 175 12 03 1 lac PCO, KVP, loan
facility
82 Karvandia 460 10 1000 900 06 53 131 61 - 10.5 lacs PCO
83 Atmi 270 01 750 200 01 28 117 38 02 3.9 lacs NSC ,KVP
84 Auranga *Madanpur 8600 180 18000 12000 30 250 14500 2638 1201 25 lacs Shortage of
bad stationary and
Staff
85 Amas 300 15 200 300 01 20 - 10 - 4.25 Lacs Shortage of Office
Stationery
86 Sawan Kalan 55 10 300 600 06 35 40 - - 2 lacs Shortage of staff
87 Teldiha 260 25 600 800 03 60 300 12 - 1 lacs Stationary
shortage
88 Nima budhaol 300 05 1500 1200 06 23 20 09 - 5.5 lacs PCO
125
Sl. Name of Name of the Sale of Registered Ordinary Ordinary Money Money No. of Accounts / policies Remarks
No. the District EDBO Postage Mail Mail Mail order order SB RD TD RPLI
/ Division per despatched received despatched despatched received
month per month per per month per month per
month month
1 Gurdaspur Parmanand 350 06 10 30 01 40 38 03 - 6 lacs More work load
2 Paniar 3000 02 60 60 07 01 40 65 - 70
lacs
3 Awankha 1200 12 65 35 12 115 600 110 6 30
lacs
4 Glacier 3500 10 35 40 06 03 21 - - -
5 Ropar Ramgirpur 300 175 750 175 175 50 175 85 03 - Facing
competition
6 Singh 1500 150 750 650 150 175 300 200 25 - Heavy collection
Bhagwantpur , difficulty in
deposite
7 Kahaupur 1500 20 500 500 60 10 221 160 17 -
Khui
8 Amritsar Jethuwal 2000 70 550 250 75 175 06 08 - 1 lac
9 Sohiankund 200 15 10 05 01 05 100 10 - - Shortage of
Rev.stamp
10 Vallah 2000 25 50 35 15 03 22 40 - -
11 Jalandhar Khatkar 700 12 250 250 125 125 06 14 - 15 Workload has
Kalan lacs increased
12 Dhahan 2500 40 40 50 18 05 30 40 15 3 lacs Work load for
SB,RD, TD RPLI
etc
13 Bispa 2000 40 80 15 08 02 20 10 - 15 Unsafe cash
lacs transaction
14 Ludhiana Tibba 2200 375 750 200 50 06 10 85 - 7 lacs
15 Pawa 2500 90 100 50 125 10 31 26 - 0.75 BPM is very
lac strict on
126
month month
opening
accounts
16 Nawdpur 2600 100 2000 1125 200 07 10 05 - 0.25
lac
17 Ferozpur Sarhali 1205 15 500 450 50 18 25 62 07 89 Commission to
lacs BPM, Staff
Shortage
18 Chugattewala 300 12 100 120 18 08 15 - - 7 lacs More cash limit,
TRC
19 Sangrur Bhanbaur 300 10 200 300 05 07 50 90 - 1 lac KVP, NSC in BO
20 Hermitage 2500 32 625 1250 05 05 34 46 - - Security
arrangement for
cash transaction
21 Bhasaur 2193 80 300 625 60 08 60 30 01 1 lac Shortage of
stationery
22 Patiala massingan 750 200 1000 3750 48 35 138 262 05 -
23 Dudhan 600 20 750 1250 03 02 12 03 - 12.5 More salary
sadhan lacs
24 Julkan 145 30 250 875 04 03 156 80 - 14 Lack of
lacs awareness
25 Bathinda Bandhi 3027 18 200 180 15 03 06 14 - 4.75 Shortage of staff
lacs
26 Kishanpura 525 05 150 100 12 02 09 20 01 0.5 lac More cash limit
kutti
27 Faridkot Khokhar 119 10 280 300 08 02 - - - 2.5 Inactive BPM
lacs
28 Machaki 900 16 200 320 12 03 07 37 - 2.8 Water &
malsingh lacs electricity bill
127
month month
29 Hoshiarpur Lehlikalan 1300 15 375 175 04 10 300 38 01 - Shortage of
stationery
30 Sasauli 500 06 225 125 03 05 50 25 - - Low revenue
31 Patti 1100 15 500 300 10 20 600 90 06 - Security
arrangement
32 Chabewal 2000 30 1125 625 07 08 125 110 03 - Stationery
shortage
128
ANNEXURE - 4
IMPORTANT DATA ON PSSK s VISITED
Sl. Division / PSSK / P.O. PS Postag Max Faciliti Mail Working No. of Problems / Suggestions / Remarks
No Sewak e sale sale es Handled Hours Villages
Name pm (Rs.) given. in a day covered
(Rs.) (Max.)
BIHAR
BHOJPUR
1. Ramapur Sanadia RK 2000 5000 No 150 07 04 Dak delivery in rainy season. Other
Ratanpur Rajak postal functions be allowed.
2. Erora SK No NK No 15 04 01 Shortage of stamps. Other functions be
Dularpur Singh record added to PSSK.
JEHANABAD
3. Bhadsara Sanjay 300 500 Yes 30 06 04 PS Sewak functions from his bag
Kanko Kumar .Scared to carry cash.
4. Lodhipur Ravindr 1200 5000 No 10 03 04 As above.
Khijar Sarai a
Kumar
5. Mohabbatpur Ms Rubi 500 8000 No 50 03 03
Sherghati Kumari
VAISHALI
6. Shah Miyan Rohua Kafeel 200 800 No 30 03 01 Sewak is quite active & villagers want
Bhagwanpur Akhtar more services from him.
NALANDA
7. Kool Navin No NK No 25 06 02 Not doing satisfactory work.
Nalanda Kumar record
NAWADA
129
(Rs.) (Max.)
8. Panchrukhi Chadra --- 500 No 10 03 01 Lady sewak, from vill. head’s family.
Rajhat wati PSSK opened last month only.
Lila
BHAGALPUR
9. Parbatta KR 320 2095 No 10 03 01
Naugachia Umesh
10 Lodhipur Vikas 3000 12000 No 50 03 02 Schools, banks & cottage industry there
Bhagalpur Thakur is lot of business potential.
Sub PO
ROHTAS
11 Pokharahan Kalende 500 5290 Yes NK 03 02
Nasriganj r Ram
SARAN(Chhapra)
12 Balesra Jai --- 4000 No 30 03 -- PSSK is being run from a shop as no
Daudpur Prakash facilities .
13 Bahuara Qadir Shamim Not NK Yes 30 03 01 Running PSSK from a medical store.
Ahmed fixed
14 Navalpur C Not NK No 20 03 01 Telephone / Electricity bills collection be
Bhaluan ‘Shekha fixed allowed.
r
Ram
East CHAMPARAN
( Motihari )
15 Bakhri Nazir Kapil Not 2175 No 25 05 01 Non delivery PSSK
Mehsi Dev fixed
16 Vimalpur Ram -do- 900 No 10 04 02 Not much work is done by PSSK being
Mehsi Rai run from home.
130
(Rs.) (Max.)
PATNA
17 Bishnupur B M Rai -do- 11200 No 15 04 03 PS Sewak takes interest in selling
Madhopur stamps esp to banks. Max in Apr. 03
GOPIGANJ
18 Bengalkhar Poona -do- 5000 No 25 05 03 Lady has been madeP S
Sasa Musa m Sewak but cannot work .
Kumari
BEGUSARAI
19 Paspura,Pattapur RP 8445 16825 No 40 06 01 More functions be added to PSSK.
Refinery Township Sharma
20 Masadpur Haroon 250 450 No 17 06 05 PCO be opened atPSSK
Barauni Rashid
MUNGER
21 Adampur (Indrukh No.2) Ms 600 8725 No 100 06 01 Non delivery PSSK.
Jamalpur Asha
22 Mustafa chak Shanka 9850 25600 No 30 06 01
(Ram Nagar) r Das --- do ---
Jamalpur
23 Marangal Anil 28200 51400 Yes 60 06 04 --- do ---
Bhatta Bazar Kumar
Das
SUPAUL
24 Peerganj(Tharbitta) Rekha 400 2365 No 30 03 07 ---do---
Kishanpura Kumari
25 Behli(Shivpuri) Kushes 1130 2760 No 15 06 01 ---do---
Tharbitta hwar PS Sewak is also an agent of KVP /
Choudh NSC / RD.
131
(Rs.) (Max.)
ry
26 Satlakha SS 300 500 No 25 03 07
Rohika Mandal
27 Jamuari Anil K 1200 4500 No 20 03 07
Arerhat Coudha
ry
29 Dularpur Bandna 900 2100 No 20 03 06
Pandoul Choudh
ry
30 Pandh Ashutos No NK No 12 03 01
Narsingh Sarya h record
Kumar
31 Mushapur Nagma NK NK No NK 03 01
HPO ni
32 Mukurpuria Bhanwa 35 145 No 15 03 02
Mandalgarh r Singh
33 Uncha Narend NK NK None 15 02 02
Pahuna er
Singh
SITAMARHI
34 Bhasar Machhaha Dhirend 3100 32470 None 15 05 02
Sitamarhi Bazar er
35 Madhopur Roshan Chanda 4000 28000 None 15 03 02
Sitamarhi Bazar Sinha
MUZAFFARPUR
36 Chhajan Hari Rai Manoj 450 3400 None 15 03 01
Turki Kumar
132
(Rs.) (Max.)
RAJASTHAN
BANSWARA
37 Deolia Hemant 2000 NK None 25 03 02
Galkia Kumar
BARMER
38’ Adarsh Sawa MP 100 400 None 02 03 01
Rawatsar Singh
39 Rewat Hari 200 800 Yes 30 02 01
Bhagli Singh
40 Vaderwas Govind 15 60 No 75 03 02
Khairwar Puri
ORISSA
KORAPUT
41 Daleiguda Bhikari 150 300 No NK 03 01
Sioniliguda Guntha
42 Chitrakunda K L Pali 280 400 No NK 03 01
Jeypore gudia
BHADRAK
43 Ramchandrapur Parsura 100 350 No 10 03 03
Krilana (Sampoli) m Ray
44 Panposh Jharu 50 200 No 43 05 10
Kanshahal Xalxo
45 Tulsipur Jagann 700 5500 No 51 03 03
Kondaput ath
133
(Rs.) (Max.)
Rout
46 Mahulia Prabik 500 13000 No 15 03 01
Takatpur Behra
CUTTACK
47 Biswali Kujang SPO Nirbhay 950 3000 Yes 20 06 03 Hanicapped boy working as PS Sewak.
Bhutmundai, Barik Doing satisfactory job.
PUNJAB
PATIALA
48 Mehdudan Gurmit NA NA No 3-5 01
Gannaur Singh
AMRITSAR
49 Adda Daduwana Dharme 1200 NA No 8-10 03 01 PS Sewak is booking Regd. Letters .
Fatehpur Rajputtan nder P&S bank buys max stamps.
Singh
HOSHIARPUR
50 Dalwali Khurd Surinde 125 NA No 15-20 03 01 More functions beadded to PSSK for
Dattarpur r Singh more revenue.
51 Sangatiwalan Sukhind NA NA None 20 03 02

Chhadlu er Pal
MUKTSAR
52 Wattu Lakhbir NA NA None 200 04 01
Bariwala Singh
HIMACHAL
DHARAMSALA
134
(Rs.) (Max.)
53 Gurchal Raj 300 NA No 20 03 05 RPLI / Tel / Elec.
Pandrehar Kumar Bills can be added.
54 Agojar Sanjeev 450 NA No 12 03 03 Booking of Regd. Letters may be
Angreta Kumar allowed.
55 Bharmar Bhanauri Raj 500 NA No 18 02 02 As above.
Kumar
DERA GOPIPUR
56 Barun Satish 100 NA No 20 03 01
Nehranpukhar Kumar
SOLAN
57 Mahi Ajay 4000 NA No 15 02 03 Stamps being sold to banks. PS Sewak
Kandaghat Kumar is a smart fellow & should be entrusted
with more work.
58 Danda Pagar Mangi 100 NA Yes 15 03 07 Sub PO is 20 km south & farthest village
Paonta Sahib Ram is 29 km north
KARNATAKA
59 Hangarki Neginh 720
al
135
Annexure Quick Survey
IMPORTANT DATA ON EDBOs IN TAMIL NADU
SL Sale of Reg. Mail Ordinary Ordinary Money Money NO. of Accounts / policies Remarks
NO Division EDBO Postage despatched Mail Mail order order
per per month received despatched despatched receiv
month p. month per month p.m ed per SB RD TD RPLI
month
1. Kanchipuram Attuputhur 1250 05 2500 1300 52 300 470 1750 07 78 Doing well
Mr.K.sarvanavel 90
lacs
2. Ayyangarkulam 1600 10 4000 2000 20 330 600 200 06 21 TVS
08 company
Pachaiyappan lacs and poly
technic
located
nearby
3. Morappakkam 350 04 250 250 05 10 25 40 01 - BO is not
Mr. Govind performing
swamy well
136
IMPORTANT DATA ON EDBOs IN KARNATAKA
SL Sale of Reg. Mail Ordinary Ordinary Money Money NO. of Accounts / policies Remarks
NO Division EDBO Postage despatched Mail Mail order order SB RD TD RPLI
per per month received despatched despatched receiv
month p. month per month p.m ed per
month
1 Dharwad Mummigatty 4,500 150 60 40 - - 600 250 10 08 BPM not
S.Y Katakar 11 prized for
lacs best
performance
2, Tadkod 1,000 30 40 30 12 140 120 375 14 07 Second Prize
Yaragamlimah 3.25 holder
lacs
3. Bisil koppa 2,000 10 1500 500 100 55 90 100 78 7 Due LIC
Mrs. L.G Bhatt 1.7 being
lacs active.RPLI
Not popular
4. Sirsi Onikeri 600 10 3000 1200 130 150 145 350 150 47 Model EDBO
Mr.G.S Bhatt 38 nominated as
lacs best BO
5. Bangalore Jalige 300 08 1000 900 20 50 57 163 18 127 BPM has
(Rural) Mr. 1.17 done good
Ramakrishna crore job in last 4
years
6. Aradeshattalli 1100 30 900 600 25 45 30 95 15 42 Gramin bank
Mr. S.R shastri 46 located
lacs nearby
7. Bidalur 200 - 150 1000 04 350 02 01 - - Delivery of
Mr. B.R mail by BPM
Biswanath
137

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Report on functioning of ‘Rural Postal

System’ including ‘Panchayat Sanchar

To facilitate the process of change and to enable faster decision making it is

Indian Postal System

Chapter 2: OBJECTIVES AND METHODOLOGY 12-17

Chapter 3: INTERNATIONAL SCENARIO 18-21

Chapter 4: DOMESTIC SCENARIO 22-29

Postal Network in India

Chapter 5: ROLE OF DSOs and EDBOs 30-39

Chapter 7: FINANCIAL SERVICES OF POST OFFICES 49-52

Chapter 8 : PROBLEMS OF SUPERVISION 53 - 56

Chapter 9: SCENARIO IN DIFFERENT STATES 57 -71

Chapter 10: TRAINING AND MOTIVATION - 72 - 74

Chapter 11: FINDING AND RECOMMENDATION 75 – 86

Operational analysis of the present scheme

Chapter 12 : Future of Rural Post in India 87- 98

Licensed Postal Agents

1. Basic data relating to post offices

2 Important data : DSOs 105-109

3 Important data on EDBOs 110-136

4 Important data on PSSKs 137-146

5 Supplementary Data On EDBOs In Karnataka 147

6 Supplementary Data On EDBOs In Tamil Nadu 148

A. Decreasing volume of Mail Traffic in India

8 Photographs of Post Offices in Lahaul valley 153-154

9 Copies of questionnaires used 155-165

10 List of abbreviations used 166

1. ASPO : Assistant Sub Post Master

Principal recommendations of the report include following:

• Creating a separate cadre for Mail Overseers (Chapter 8)

Other findings, recommendations and comments have been made in Chapter

1 A Report by AMC Research Group

It is in this context that Planning Commission, Government of India, commissioned a study

OBJECTIVES OF THE STUDY

• Operational Analysis of the present postal setup in the rural areas.

2 A Report by AMC Research Group

METHODOLOGY AND SAMPLE SIZE

Desk study on the subject was followed up by preparation of detailed questionnaires on

1. Questionnaire for beneficiaries of PSSK / EDBO scheme.

3 A Report by AMC Research Group

Following states were chosen for study

Following sample size was attempted:

FINDINGS AND RECOMMENDATIONS

In view of the emerging scenario, targeting the opening of more and

4 A Report by AMC Research Group

5. Training is a continuous process. Apart from initial training, emphasis should be

6. In order to provide terminal benefits to BPMs / EDDAs suitable RPLI based

8. To prevent fraudulent use / misuse of the system, there should be a ceiling

9. Financial services of the Department of Post such as SB/RD/TD/RPLI need

5 A Report by AMC Research Group

11. While fulfilling of the ‘Universal Service Obligations’ would continue

Their initiatives need to be replicated in rest of the country.

Other initiatives required are as follows:-

6 A Report by AMC Research Group

1.0 INDIAN POSTAL SYSTEM

1.0.4 Vision of the department is “India Post will be a socially committed,

7 A Report by AMC Research Group

1.1 UNIVERSAL POSTAL SERVICE OBLIGATION

8 A Report by AMC Research Group