Recruitment Plan (2009-2020) for Indian Police Service

Final Report

Kamal Kumar, IPS (Retd.)

Ministry of Home Affairs Government of India

October 2009

Contents
Chapter 1. Introduction 1. 1.2. 1.3. 1.4. 1. 5. 1.6. Chapter 2. The Genesis Scope of Study Methodology Consultation with HR Expert Obtaining Data from the States Organisation of the Report 1 1 2 3 4 4

Causes leading to Shortages of IPS manpower 2.3. 2.4. 2.4.2. 2.5. 2.6. Low intake of Direct Recruits over Several Years Unscientific process of Fixation of Cadre Strength Current Guidelines Existence of Large Number of Ex-cadre Posts Periodicity of Cadre Review 5 6 8 9 12

Chapter 3.

Realistic Status of Shortage of IPS Strength 3.1. 3.2. 3.3. 3.4. 3.5. Large-scale Vacancies against the Authorized Strength Shortages on account of Ex-cadre posts Urgent need for Encadrement of many Ex-cadre Posts Expansion Plans of State Police Organisations Net Shortages 15 15 16 17 17

Chapter 4.

Measures to Fill Posts in Direct Recruitment Quota 4.1. 4.2. 4.3. 4.3.2. 4.3.3. Need to Stagger Recruitment Range of Options Preferable Options Augmentation of Intake through Civil Services Examination Appointment of Professionals on Contract/Deputation Basis for Specialized Jobs 4.3.4. Induction through Limited Competitive Examination (LCE) Recruitment Plan for Direct Recruitment Quota for 2009-2020 5.1. 5.2. 5.3. 5.4. Broad principles followed Induction through Civil Services Examination Recruitment through Limited Competitive Examination Appointment of Professionals for Specialized Jobs 24 25 26 27 19 19 21 22 22 23

Chapter 5.

Chapter 6.

Promotion Quota Vacancies 6.1. 6.2. 6.3. Extent of Vacancies Existing Process of Filling up Promotion Quota Vacancies National Police Commissions View on Filling Promotion Quota Vacancies i 28 28 31

6.4. 6.5. 6.6. Chapter 7.

Second Administrative Reforms Commissions Recommendation UPSCs proposal What needs to be done?

32 32 34

Training and Change Management Needs 7.1. 7.2. Training Needs Change Management Needs 36 37

Chapter 8.

Requirement of IPS Officers for Central Police Organisations 8.2. 8.3. 8.4. 8.5. 8.6. 8.7. Existing Extent of Vacancies in CPOs Expansion Plans Total Realistic Requirement of CPOs Adequacy or Otherwise of Central Deputation Reserve Reasons for the Existing Shortages in CPOs What needs to be done? 39 40 40 41 42 43

Chapter 9.

Policy Issues 9.2 9.3 9.4 9.5 Determination of Cadre Strength for IPS Resignations and Voluntary Retirements Perennial Shortage of IPS Officers in some NE States Compliance of IPS (Cadre) Rules by States 46 47 47 48

Chapter 10.

Summary of Recommendations 10.2 10.3 10.4 10.5 10.6 10.7 Process of Determining the IPS Cadre Strength Recruitment Plan Filling up Promotion Quota Vacancies Training and Change Management Needs Requirement of IPS Officers for CPOs Policy Issues 49 50 52 54 55 57

Annexure I

Extent of vacancies in the authorized cadre strength of IPS (as per Civil List as on 01.01.2009) : Summary of Recommendations of the Workshop held on May 22, 2009 at National Police Academy, Hyderabad HR Issues relating to the Project Report of HR Consultant, Prof S. Ramnarayan List of posts being operated under 'State Deputation Reserve' (including 'Ex-cadre/'Non-cadre' posts) in different States

63

Annexure II

64

Annexure III

67

Annexure IV

84

ii

Annexure V

Latest Cadre Review Notifications with dates of different State Cadres issued by DoPT Latest Position of shortages of IPS Officers in different State Cadres (As obtained from the States) : List of Ex-cadre Posts for Immediate Encadrement List of Posts Required under Expansion Plans : No. of IPS Officers (Regular Recruits) due to retire from Service during 2009-2020 (As per Civil List of 01.01.2009) List of Participants in Focussed Group Discussions held at various Regional Centres List of Participants of the Workshop held at Delhi on 01.10.09 to discuss & validate findings & tentative recommendations

95

Annexure VI

96 97 116

Annexure VII Annexure VIII : Annexure IX

122

Annexure X

123

Annexure XI

126

iii

Chapter 1

Introduction
1.1. The Genesis
1.1. The existence of a large number of vacancies1 in the Indian Police Service (IPS), in

different States as well as various Central Police Organisations (CPOs), has become a matter of serious concern, particularly in view of the increasingly exacting demands of the current day internal security situation of the country. Vacancies exist largely at the crucial cuttingedge levels of SPs and DIGs, affecting the smooth functioning of most of our internal security agencies. The Ministry of Home Affairs, Government of India, therefore, initiated this study project aimed at making a realistic assessment of shortages existing in the different cadres of the Service as also the growing needs of IPS strength in view of the expansion plans of the various State and Central Police Organisations, and drawing up a Recruitment Plan for IPS for the period 2009 to 2020 based on such assessment. The project was entrusted to the undersigned, and was undertaken with the assistance of Prof. S. Ramnarayan of the Indian School of Business (ISB), Hyderabad as HR Consultant.

1.2. Scope of study

1. To ascertain the exact extent of shortages of vacancies existing in the different State Cadres of the Service vis--vis the current authorized strength of each Cadre. 2. To make a realistic assessment of the number of officers that would be required over the next 10-11 years (2009-20) to man the various senior positions in the State Cadres and the Central Police Organizations, duly taking into consideration: (i) a large number of ex-cadre posts already being operated by the various States in their respective cadre structures of the IPS (ii) the expansion plans of different States and CPOs. 3. To assess the status of utilization of the Central Deputation Reserve (CDR) component of the IPS cadre strength, including identifying problems, if any, in administering the same and to figure out measures to redress such problems.
1

The actual extent of vacancies in the authorized cadre strength of IPS, existing on 01.01.2009, as per Civil List-2009, published by MHA, may be seen in Annexure-I.

4. Similarly, to assess the status of utilization of the State Deputation Reserve (SDR). 5. On the basis of all the above, elaborate a Recruitment Plan for the period 2009-20, duly suggesting the measures required to be taken in the immediate, medium as well as long terms. 6. To review the status of occupancy of the Promotion Posts and suggest measures for filling up all such vacant posts with due urgency. 7. To identify the various factors contributing to accumulation of vacancies in the cadre strength of the IPS (in direct recruitment as well as promotion quota components) and figure out means and measures to obviate them in future. 8. To review the existing policy framework for its adequacy in meeting the quantitative as well as qualitative requirements of manpower for the IPS, in keeping with the exacting demands of the emerging internal security scenario. 1.3. Methodology 1.3.1. The methodology for the study included the following components: 1. Data collection from the States / CPOs on the existing ground situation of shortages as well as their expansion plans, and its analysis. 2. Review of the existing literature and available models for perspectives and practices of some other organizations, including the corporate sector, in dealing with challenges of a similar nature. 3. A Workshop with some known thought leaders and HR experts from different organizations in public and private sectors and select senior officers of States / CPOs, to evolve the possible short, medium and long-term solutions to the problem. The Workshop was held on May 22, 2009 at the National Police Academy, Hyderabad. A summary of recommendations of the Workshop is placed in Annexure-II. 4. Focused Group Discussions (FGDs) with select officers of the State Governments on their expansion plans and the desirable cadre structures, for each State or group of States, which were held at various regional hubs (Guwahati, Bhopal, Chandigarh, Mumbai, Kolkata, Chennai and Hyderabad). 2

5. Finally, a Workshop with senior officers of CPOs to discuss and validate the findings of the study and recommendations, held on October 1, 2009 at Delhi.

1.4. Consultation with HR Expert

1.4.1. Valuable advice and assistance was provided by the HR Consultant, Prof. S. Ramnarayan of ISB, Hyderabad, in: 1. Identifying the different dimensions of the problem and the range of possible solutions. 2. Examining the models, experiences and practices of other organizations, including the various public and private sector establishments, in dealing with problems of a similar nature. 3. Reviewing the existing HR literature for any concepts or models that may provide a framework for solving the problem. The Consultants report is placed in Annexure-III. 4. Designing and facilitating the proposed Workshop with known thought leaders and HR experts, and select officers of States / CPOs, for evolving the possible short, medium and long-term solutions to the problem. This included: (a) identification of the right individuals from public and private sector organizations for participation in the Workshop (b) framing lead questions to facilitate maximal tapping of the expert potential of the group (c) devising the Workshop methodology aimed at convergence on creative and practical ways of dealing with the problem and arriving at the right choices of alternatives. 5. Identifying the change management aspects that may need to be addressed, upon implementation of the findings and recommendations of the study, and devising strategies to deal with the same. The Consultants report and recommendations are incorporated in Annexure-III.

1.5. Obtaining data from the States

1.5.1. To obtain the basic information and data relating to vacancies and shortages from the States, a questionnaire was sent to the Chief Secretaries through a D.O. letter addressed by the Home Secretary on April 1, 2009. The response from most of them was less than prompt and the data could be obtained only after several D.O. reminders. In respect of the defaulting States, the data was sought to be collected with the help of Accountant Generals also, but reply was received from only one A.G. The discrepancies in the data received from many States were resolved through correspondence and finally in the meetings held with the State officials, at various regional hubs. From the State of Uttar Pradesh, no reply was received till the end, and the project had to rely only upon whatever information was available with MHA. 1.6. Organisation of the Report 1.6.1. This report presents the findings of the study, including an assessment of the extent of shortages with reference not just to the present authorized strength of various State cadres but also taking into consideration a substantially large number of ex-cadre posts created, over the years, to man very many important jobs in mainstream police work, in different States. The assessment also takes into account, from the expansion plans of the state police organizations, such of the posts that are urgently needed to meet the pressing demands of the emerging internal security challenges. The report, after recommending a Recruitment Plan to fill up the vacancies in the direct recruitment quota, briefly suggests certain concomitant measures relating to training of new inductees and the change management aspects that would need to be addressed once the principal recommendations relating to filling up large-scale vacancies are implemented. 1.6.2. It thereafter goes on to deal with the measures to ensure expeditious filling up of promotion quota vacancies in a separate chapter. Besides identifying and analyzing the various causative factors leading to the current levels of shortages in IPS cadre and suggesting measures to obviate the same in future, the report separately examines the reasons for shortages in the central police organizations and their requirements of IPS officers, duly recommending the necessary measures to liquidate the shortages.

Chapter 2

Causes leading to Shortages in IPS manpower

2.1.

Manpower planning for internal security organizations is always a challenging task

since internal security management more often than not involves an uncertain future as also discontinuous changes in environment and, thus, defies the usual strategies of assessment of futuristic requirements of personnel. In the case of IPS, the problem has been further compounded by inadequacies and inefficacies of the processes adopted for determining as well as meeting the manpower demands. 2.2. The study has highlighted the following as some of the major factors contributing to

the present situation of shortages: Lower intake of direct recruits than required, over several years in the past Inexactitude in the process of working out the annual requirement of induction of direct recruits Unscientific processes of fixation of cadre strength Confusion caused by the provision for creation of ex-cadre posts in IPS (Cadre) Rules Dilatory process of filling up the vacancies in promotion quota

2.3. Low intake of Direct Recruits over several years

2.3.1. The number of officers inducted into the Service through the channel of direct recruitment has, for quite a few years in the past, been unrealistically low, defying even broad arithmetical calculations. For instance, in 1998, the total cadre strength of IPS was 3442 and the authorized strength of direct recruitment quota was 2564. Given the average length of service (30 years at that time) of directly recruited IPS officers, the average rate of attrition due to superannuation itself would work out to a little over 85. Thus, even if further expansions were not to be considered, the intake of direct recruits to the Service should, in the normal course, have been to the tune of at least 85 officers per annum. Then, there were also 394 carried over vacancies in the direct recruitment quota existing at that time. Therefore, the quantum of intake should have been even higher than 85, considering the need to dissolve the large number of vacancies that already existed. However, though only 84 officers were 5

actually recruited in 1998 (Civil Services Examination 1997), the intake was, for inexplicable reasons, reduced to just 36 each, for the 1999 to 2002 batches. For 2003 batch, the number was increased to 56, though just in an ad hoc manner obviously. It was only in 2004 batch that the intake was restored to the level of 88. 2.3.2. Another problem in the process of working out the requirement for intake of direct recruits has been that the number of dropouts (either initially itself or during the course of training) from among those offered appointment to the Service in a particular year is not being taken into consideration in arriving at the requirement of induction in the subsequent years. This has happened year after year and, thus, led to a further shortfall in the actual strength of the Service. The following figures would show the magnitude of shortfall so created year by year: Year of CSE 2002 2003 2004 2005 2006 Total Batch 2003 2004 2005 2006 2007 Total Intake 56 88 88 103 103 438 Actual Intake 49 77 80 90 89 385 Drop-outs 7 11 8 13 14 53

2.4. Unscientific process of fixation of cadre strength

2.4.1. Under the extant rules, the authorized composition and strength of IPS cadres for each State is supposed to be reviewed by the Central Government once every 5 years1, based on a proposal of the State Government concerned. The cardinal principles to be observed in the cadre review process are enunciated in details in the IPS (Cadre) Rules and the Government of Indias decisions and instructions thereon, notified from time to time. The salient ones among them are extracted below: 1) The adequacy of recruitment rate for the All India Services is vital to the proper functioning of the government. Two measures needed to ensure this are: (a) prompt
1

The prescribed period, under the original rules, was 3 years but was revised to 5 years in 1995

encadrement of new posts likely to last over an extended period, and (b) assessment of future needs in advance on the basis of the past experience and the future plans. A failure in either of the two requirements will affect the adequacy of the cadre strength, thus leading to strains and stresses in cadre management. 2) Once the cadre strength has been determined at the triennial2 review which can, if required, be made more frequent, the rate of annual recruitment must be adequate to fill up all the posts within the next two or three years. 3) All posts in the State which are required on a long-term basis should be included in the cadre. Only by including all the needed posts in the permanent cadre, the States will be able to correctly assess their needs for recruitment. 4) At the time of the triennial review, a realistic estimate should be made of the new posts required in the next 4 to 6 years on the basis of the previous rate of expansion of the cadre and of the additional posts required in connection with the growing business of the government and the cadre strength should be fixed after taking these needs into consideration. 5) The Deputation Reserve is intended to provide a cushion to the State Government for its temporary and unforeseen demands of cadre officers for manning such ex-cadre posts which are required temporarily for short periods and which do not qualify for inclusion in the regular cadre strength. It is intended to cover short-term needs; longterm posts being brought into the regular strength of the cadre as soon as it is known that they would continue over a period of time. 6) There should be no long-term ex-cadre posts. If there are any, they ought to go into the cadre. 7) The state governments should sponsor their triennial cadre review proposals after taking into consideration their requirements of at least 3 years to avoid frequent proposals for amendments to the cadre schedule. However, where changes in the cadre are considered unavoidable and cannot be delayed till the next triennial cadre review, in such circumstances, proposals may be made once in a year, i.e., in the month of January.
2

Now quinquennial

2.4.2. Current guidelines 2.4.2.1. However, these principles seem to have been observed, of late, more in breach than compliance. The exercise of cadre review, both at the levels of formulation of proposals as well as final decisions on those proposals, has, somehow, come to be perceived by all concerned, more as something merely aimed at improvement of promotional prospects of officers rather than a serious and realistic review of manpower requirements to meet the growing needs of police organizations. Indeed, some of the extraneous yardsticks prescribed, in the recent past, for processing the cadre review proposals of the State Governments are quite in contrast to the rules and instructions issued from time to time earlier. This is borne out by the following illustrative examples of some of the recent guidelines: 1) Normally, the ex-cadre posts proposed to be encadred should have been in existence for the previous three years. 2) It should also be considered whether similar posts exist in the cadres of other States. 3) It should not be assumed that every State Cadre has to grow in size at every cadre review. 4) The increase in the cadre strength should be minimal. The total cadre strength should normally not be allowed to increase in any State. The effort should be to make such adjustments between posts at various levels as to ensure that the overall strength of the cadre is not exceeded. 5) In the cases of recently bifurcated States, if there is any increase in the cadre strength due to creation of new posts in the new State, then there should be a corresponding decrease effected in the cadre strength of the parent State. 6) The level of recruitment should be pegged between 2.75 3.25% of the SDP (Senior Duty Posts) every year. 2.4.2.2. In current practice, there is almost religious adherence being observed to these recent guidelines, and the cadre review exercises have been reduced to a mere ritual aimed at maintaining as much status quo in the cadre strength as possible, with the issue of assessment of the growing needs of the cadre being accorded the least priority.

2.4.2.3.

The net result is that the authorized IPS cadre strength in most States falls far too

short of the actual ground level requirements. The authorized strength of a State cadre bears no correlation with the volume of crime or internal security problems in the State, not even with the overall strength of police manpower, providing control, direction and supervision over whose work is the primary purpose of the IPS. The following table exemplifies the scenario: Inequitable distribution of IPS cadre strength State Madhya Pradesh Maharashtra Tamil Nadu West Bengal Rajasthan Punjab Delhi Total strength of police manpower * 76,826 2,01,251 1,02,421 83,377 72,626 71,869 79,450 Authorised IPS strength 231 236 236 278 184 144 92

* Source: BPR&D Data on Police Organisations as on 01.01.2008 2.4.2.4. Even the guidelines on restricting the level of recruitment to 2.75 3.25% of the number of senior duty posts, annually, on the face of it, seems flawed. The total authorized strength of a State cadre works out to 1.85 times the number of senior duty posts and if the annual recruitment is to be pegged at 2.75 3.25% of only the senior duty posts, we are obviously ignoring the requirements of Central Deputation Reserve, State Deputation Reserve, Leave Reserve etc. which are all essential components of the total cadre strength, in determining the recruitment rate. These recent guidelines have, thus, proved to be counterproductive in more ways than one. 2.5. Existence of large number of Ex-cadre posts 2.5.1. Since the cadre reviews in the recent times have been exceedingly unrealistic, the State Governments, mostly to meet the growing needs of policing and internal security tasks and, many a time, also to merely enhance promotional prospects of their officers, have been creating inordinately large numbers of ex-cadre posts within their own powers, to the extent of grossly distorting the cadre structures. In AGMUT cadre, the State Governments and UT Administrations describe some of these posts as non-cadre posts. Gross over-utilisation of 9

the State Deputation Reserve (SDR) against which these ex-cadre posts are reckoned is pervasive, as is borne out from the following table: State Andhra Pradesh AGMUT Assam Meghalaya 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14 15 16 17 18 19 20 21 22 23 24 Bihar Chhattisgarh Gujarat Haryana Himachal Pradesh Jammu & Kashmir Jharkhand Karnataka Kerala Madhya Pradesh Maharashtra Manipur Tripura Nagaland Orissa Punjab Rajasthan Sikkim Tamilnadu Uttar Pradesh Uttarakhand West Bengal Total Authorised Strength of SDR 28 27 16 5 26 11 22 16 10 18 15 23 19 31 32 9 7 8 21 19 25 4 32 55 8 38 525 Actual number of SDR posts 57 102 39 11 59 23 62 38 14 60 24 39 24 53 150 14 19 6 24 26 58 10 76 71 17 76 1152

S.No. 1. 2. 3.

10

2.5.2. The number of posts actually existing under SDR on the ground, thus, exceeds the sanctioned strength by a little over 100%. A complete list of these 1152 posts is placed at Annexure-IV. 25.3. The current problem of acute shortage of IPS officers, particularly at the levels of SPs

and DIGs, has also created a situation for some of these ex-cadre/ non-cadre posts being filled, from time to time, by officers of the State Police Service, in most States. In quite a few cases, State Service officers are even occupying several cadre posts, in gross violation of the IPS (Cadre) Rules as also the very spirit of All India Services, since IPS officers are required for more important ex-cadre / non-cadre posts. 2.5.4. It is, indeed, ironic that the bulk of the ex-cadre posts pertain to mainstream police work but have been continued indefinitely as part of the State Deputation Reserve, making a mockery of the IPS (Fixation of Cadre Strength) Regulations and the underlying principles thereof. For instance, in Madhya Pradesh cadre, there are as many as 38 out of 53 State Deputation Reserve posts which pertain to mainstream police jobs and are being operated as ex-cadre posts, without being brought on to the regular cadre strength, for inordinately long periods, some of them for as long as 32 years. These even include 5 posts of District Superintendents of Police (of Alirajpur, Anuppur, Ashoknagar, Burhanpur and Singroli districts), three of them created as far back as 2003. The following is the break-up of these 38 posts in terms of the durations of their existence as ex-cadre posts: S. No. Period of continuous existence No. of posts 1. 2. 3. 4. 5. 6. 7. 30 years or more Between 25 & 30 years Between 20 & 25 years Between 15 & 20 years Between 10 & 15 years Between 5 & 10 years For 5 years or less 2 4 5 4 2 5 16

2.5.5. The case of Madhya Pradesh is only illustrative. Similar malaise, in varying degrees, afflicts practically all the State cadres.

11

2.5.6. IPS (Cadre) Rules, indeed, authorise the State Governments to create ex-cadre posts, over and above the authorized strength of senior duty posts, but only to meet any sudden and immediate needs of the cadre, that too for a period of two years only after which the Government of Indias approval is required to be obtained. However, that this stipulation exists only on paper is quite evident from the ground situation described above. Also, because the State Governments are anyway able to have all the posts that they need for the policing and internal security tasks, even if technically deemed as ex-cadre posts, they do not press for their encadrement. The day-to-day work goes on but these posts, not being included in the authorized cadre strength, remain out of reckoning for the purpose of determining the recruitment rate, thereby leading to shortages of the kind that the IPS cadre is facing today. Indeed, acute shortages often also compel the State Governments to either keep some of the cadre posts and some ex-cadre posts vacant, or post State Police Service officers against them, depending on the availability of the latter. 2.5.7. The situation calls for a thorough review of all the existing ex-cadre / non-cadre posts in different State cadres with the aim of including all posts which are required on a longterm basis, in the authorized cadre strength of the IPS. An attempt has been made in the course of this project to identify such posts but this has been done, albeit, conservatively.

2.6. Periodicity of cadre review

2.6.1. The nature of work in internal security organizations inevitably involves frequent and discontinuous changes as the sources, nature and extent of internal security challenges keep changing in an ever-dynamic environment. This necessitates frequent enough periodical reviews of the cadre structure. The periodicity of cadre reviews for the IPS, under Rule 4 of the IPS (Cadre) Rules, 1954, was originally fixed at 3 years. The Government of India had further notified3 that in cases where any changes in the cadre schedule were considered as pressing and unavoidable, proposals for such amendments could be made once in a year, in the month of January. However, subsequently, the periodicity of the regular cadre review was subsequently increased4 to 5 years. And, the provision for interim amendments has been allowed to practically become defunct, since long.

Vide Government of India, Department of Personnel & Administrative Reforms letter No.6/10/68AIS(I) dated 27.2.1968.
Vide Government of India, DoPT Notification No.11033/7/94-AIS(II)-B dated 10.03.1995

12

2.6.2. The result is that the States have to wait for a period of at least 5 years from the date of the previous DoPT notification of their cadre schedules, for any revision in the strength of cadre posts. While 5 years is the prescribed periodicity for the exercise, the ground reality is that in most cases, it takes even much longer. The extant position of latest cadre review notifications with dates, for different State cadres, may be seen in Annexure V. It may be noticed that the cadre schedule in respect of Orissa was last revised in 2001; that of Sikkim in 2002; those of Jammu & Kashmir, Madhya Pradesh, Maharashtra, Manipur-Tripura, Punjab and West Bengal in 2003; and of Bihar, Chhatisgarh, Gujarat, Jharkhand, Uttar Pradesh and Uttarakhand in 2004. 2.6.3. The revised cadre schedules in respect of Kerala (due in 2006), Assam-Meghalaya (due in 2007), Andhra Pradesh and Rajasthan (both due in 2008) were notified only this year. And, how paltry have been the increases in cadre strength, yielded by these reviews, is reflected in the following table: State Strength of Cadre Posts Pre-2009 Andhra Pradesh Assam Kerala Rajasthan 113 63 75 100 After 2009 Review 123 68 78 105 No. 10 5 3 5 Increase Percentage 8.9% 7.9% 4% 5% After a gap of 6 years 7 years 8 years 5 years

2.6.4. There is, thus, clearly a case for a thorough revamp of the cadre review process, not just its periodicity. The process at present is too slow, complicated and cumbersome. It needs to be made more scientific as well as expeditious. And, as for the periodicity, 5 years is undoubtedly too long a period. As discussed above, manpower needs of internal security organizations, dealing with ever-dynamic and often explosive problems of public safety, can hardly afford the luxury of such leisurely system of cadre reviews. 2.6.5. The Workshop of May 22, 2009 at National Police Academy, Hyderabad, which had a good number of HR experts from the corporate world as well as academia as participants, besides serving and retired senior officers, had recommended a periodicity of 2 years for cadre

13

reviews for the IPS. It had also recommended that the formulation of State Governments proposals for IPS cadre review should be entrusted to a group consisting of a senior police officer dealing with IPS matters in the State Police Headquarters, a senior representative of the Home Department and a H.R. Expert. The proposal so formulated, before it is sent to the Government of India, should be finalized by a Committee chaired by the Home Minister of the State. The Committee should also invariably include a HR expert as a member, besides the Chief Secretary, Home Secretary and the DGP. 2.6.6. The Workshop had similarly recommended that, at the Government of India level, a Committee chaired by the Union Home Minister should consider and take final decisions on the State Governments proposals for IPS cadre reviews. This Committee may also include a HR expert, besides the Cabinet Secretary, Home Secretary, Special Secretary (IS), MHA and a serving or retired DGP as members. These recommendations deserve to be accepted since they will go a long way in injecting objectivity as well as professional approach in the cadre review process.

14

Chapter 3

Realistic Status of Shortage of IPS Strength

3.1. Large scale vacancies against the authorized strength The IPS Civil List-2009 shows a shortage of 657 officers (414 in direct recruitment quota and 243 against promotion quota), as on 01.01.2009, after taking into account 100 IPS probationers of the latest batch who were expected to have joined service by then. Out of these 100 probationers, only 91 remain under training at the National Police Academy while 9 have dropped out, adding that number to the shortage. During the year 2009, 44 directly recruited officers and 67 promoted officers were due for retirement on superannuation. Of course, a new batch of probationers would be joining the Service, during the year, and some officers would also be inducted through the promotion quota. 3.1.2. The current ground-level situation, as ascertained from the States in the course of this project, shows a shortage to the tune of 654 officers. State cadre-wise breakup of shortages may be seen in Annexure VI. 3.2. Shortages on account of Ex-cadre posts 3.2.1. As discussed earlier, the existence of an inordinately large number of ex-cadre posts, over and above the authorized strength of State Deputation Reserve, has been a huge impediment in meaningful determination of the rate of recruitment of IPS officers. Since the number of such posts is substantially large and most of them are needed for important internal security tasks and other ground-level requirements, they take away a large chunk of available officers, leaving some of the cadre posts vacant and also causing a dent on the availability of officers for the Central Deputation Reserve and for several important posts under the State Deputation Reserve, as, for instance, the posts of Vigilance & Security officers in State Government undertakings and so on. All such posts, including the vacant cadre posts, are have to be filled by State Police Service officers. In Goa, for instance, the only two IPS SPs available (as per the authorized cadre strength) are posted against two excadre posts while the posts of both the District SPs are occupied by non-IPS officers of the State Police Service. The study revealed that in quite a few States, many posts of District SPs, are now occupied by non-cadre officers belonging to the State Police Services. 15

3.2.2. The shortages in some States, have become so acute that IPS officers are not found available even for manning many of the ex-cadre posts created in fulfillment of important internal security requirements. The available officers are moved from post to post in a musical chairs arrangement, governed by expediency of situations. The posts considered less important at a point of time are either filled with State Service officers, or kept vacant, if the latter are also not available. The cadre structures of the higher echelons of internal security apparatus in the States, thus, present a sad and avoidable state of hodge podge. 3.3. Urgent need for encadrement of many Ex-cadre posts 3.3.1. The solution to the problem of shortages in IPS cadre strength calls for a thorough review of the existing ex-cadre posts in order to identify all such posts amongst them that would be required for a reasonably long period of time in future. This is necessary for a meaningful assessment of the requirement of IPS manpower and of the rate of recruitment to meet the same. This needs to be done urgently. Meanwhile, an interim exercise in this regard was undertaken, as part of this study project, to identify such of the ex-cadre posts as would fall in the category of pressing requirements of the State Police organisations. 3.3.2. In doing so, the following broad methodology was followed: (i) Identifying the posts which have existed for very very long and would also be needed in future, more or less permanently, (ii) Posts, though not created very long ago but needed in medium and long terms, such as those for counter terrorism, counter-intelligence etc. tasks, should be included, (iii) Posts not directly related to mainstream police work or important allied jobs to be ignored, (iv) Posts, such as those of Commandants of India Reserve Battalions, which by the inherent nature of their job content, would need to be manned by IPS officers, to be included, (v) Posts created by upgradation / downgradation of the existing cadre posts, keeping the latter in abeyance, not to be considered, and

16

(vi)

In the entire exercise, the organogram of each concerned unit / sub-unit was also examined to assess the need of posts in real terms, and to avoid redundancy.

3.3.3. In all, 494 posts out of a total of 1152 ex-cadre posts existing in different State cadres, were identified as the ones that need to be immediately encadred. A State-wise list of these posts is placed in Annexure VII. The overall approach in arriving at this list has, indeed, been conservative. Many more posts that would fall in the category of realistic requirements, were left out for consideration by appropriate authorities in the normal course, which deserve to be filled as early as possible. 3.4. Expansion plans of State Police Organisations

3.4.1. The terms of reference of the study project included a realistic assessment of the expansion plans of the State police organizations, being drawn up to cope with the emerging challenges of terrorism, naxalism etc. threats, and take such requirements into consideration in drawing up the proposed Recruitment Plan for 2009 - 2020. Most of the States were found to be having expansion plans, which are in different stages of processing currently. 3.4.2. Our approach with regard to posts under expansion plans has been even more conservative since those plans have yet to be formally sanctioned and put in place. The guiding criterion adopted in this regard was to identify only such posts which, even in a very conservative assessment, will be needed for sensitive internal security tasks immediately and, therefore, had every likelihood of being sanctioned soon. However, since the posts have yet to be sanctioned, the question of their encadrement would not arise, at this stage. They can only be taken into consideration for the purposes of Recruitment Plan so that officers would become available against them soon after their creation, as and when. In all 123 such posts were identified from that category, and taken into consideration in drawing up the proposed Recruitment Plan. A list of these posts is placed in Annexure VIII. 3.5. Net vacancy position

3.5.1. The net vacancy position in the IPS cadre strength has to be worked out taking into account not only the shortages against the current authorized cadre strength of the IPS but also the additional strength that would be added, upon the encadrement of ex-cadre posts recommended above.

17

3.5.2. Adding the two, the net vacancy position will be as follows: Existing shortages as on 01.01.2009 Increase in cadre strength due to encadrement of ex-cadre posts 1.85 x 494) Total .. .. 657

914 ---------.. 1571 ======

3.5.3. The proposed Recruitment Plan, in addition to catering for these 1571 posts, will also have to take into consideration the 123 posts of the Expansion Plans of the State Police Organisations, making it a total of 1694 posts. 3.5.4. The distribution of these 1694 posts between the direct recruitment and the promotion quotas, at prescribed rates will be as follows: Posts Direct Recruitment Quota 414 Promotion Quota 243 Total

Existing vacancies Increase in cadre strength due to encadrement of excadre posts Expansion Plan posts Total

657

637 82 1133

277 41 561

914 123 1694

3.5.5. The recruitments against the two quotas are to be made through two different processes, which are discussed in succeeding chapters.

18

Chapter - 4

Measures to Fill Posts in Direct Recruitment Quota

4.1. Need to stagger recruitment

4.1.1. The recruitment of 1133 officers to meet the current shortages and requirements cannot obviously be done all at a time, without compromising the quality of recruitment and training of inductees. Doing so will also cause a huge one-point bulge in the seniority profile of IPS cadre, leading to acute congestion in career progression of officers, and consequent demoralization, in future. The recruitment will, therefore, have to be staggered. But, owing to the present dearth of officers at the cutting-edge levels of SPs and DIGs, which is adversely affecting the functioning of the state police forces as well as central police organizations, the pace of recruitment against these shortages has to be fast enough. In working out the Recruitment Plan, a balance has, therefore, to be struck between the two conflicting demands, namely, (i) the need to fill up the vacancies with urgency, and (ii) the consideration of avoiding problems of cadre management in the future years. 4.1.2. The Recruitment Plan (2009-2020), in addition to catering for the direct recruitment of 1133 officers mentioned above, will also have to take into account the normal requirement of recruitment against superannuation retirements that will take place during that period. The Civil List 2009 indicates an attrition of 795 officers in IPS strength, due to superannuation of directly recruited officers, during 2009-2020 (year-wise details are placed at Annexure-IX). The proposed Recruitment Plan will, thus, have to cater for filling up 1928 (1133 + 795) vacancies, during the 11-year period, for which all the available options need to be explored. 4.2. Range of options

4.2.1. The Workshop of May 22, 2009, held as part of this project at the National Police Academy, Hyderabad, suggested the following range of options: (i) (ii) Augmentation of IPS seats in the annual Civil Services Examination maximally, Limited Competitive Examination for directly-recruited Deputy Superintendents of Police of States and their equivalents in CPOs, with 5 years of service and below 45 years of age,

19

(iii) Special Recruitment Examination by UPSC for candidates from the open market, with an upper age limit of 45 years or so, (iv) Intake of Army officers with about 10 years of service through a Special Examination by UPSC. (v) Absorption of Commandants / Addl. Commandants of CPOs in the age group of 50 52 years, exclusively for manning armed police units, (vi) Contractual appointments of professionals from the open market for specialized jobs, such as those relating to Information Technology, Communications, Finance and Human Resource Management. 4.2.2. The feasibility and desirability of each of these options has since been gone into in detail. The same was also deliberated upon in the Focussed Group Discussions held with officers from different States during the course of the project, as well as in the Workshop with senior officers of CPOs held at Delhi on October 1, 2009. The points of consensus in respect of each are discussed below. 4.2.3. There was overwhelming consensus in favour of maximal augmentation of intake through the annual Civil Services Examination conducted by UPSC, indeed, keeping in view the need to avoid any compromise in the quality of recruitment or training of new inductees. The problems of cadre management and the issue of smooth career progression of officers in future will also need to be given due consideration in deciding the exact quantum of intake through this channel. 4.2.4. There was similar consensus favouring intake of a good number of officers through the channel of Limited Competitive Examination for DySPs of States and their equivalents in the CPOs, but it was stressed that the examination should be conducted only by the UPSC and it should be of a very high standard with curriculum centring around the conceptual and practical aspects of policing and internal security, besides general studies and report writing skills. 4.2.5. Another option that found majority acceptance was of contractual appointment of professionals to man specialized jobs, like IT, Communications etc., with the rider that to avoid any likely complications, non-police appointees to these assignments should not be given the designations of SP / DIG etc. Their designations could follow the pattern for similar positions in other organizations.

20

4.2.6. The option of inducting new IPS officers through a Special Recruitment Examination for candidates from the open market did not find much favour. The main argument held out against this proposition was that it would be hard to impart meaningful training to these inductees, at such a late age, in knowledge, skills and attitudinal aspects that are crucially needed for police work. Their advanced age will also come in the way of physical content of training, particularly in areas, such as fieldcraft and tactics which are so very important for SPlevel officers, for policing in the current internal security scenario. Further, baggage from their past careers and experiences will be difficult to shed for them and they would find it difficult to integrate themselves with the professional needs and ethos of the new organisation. 4.2.7. Strong reservations were voiced against the induction of Army officers too, since many of the above obstacles would have to be confronted in their case as well. It was also pointed out that the Army itself was suffering from an acute shortage of officers which was much greater than that in the IPS, and it would not be prudent in the overall national interest to poach on the Armys officer strength. The argument against the discharged officers of the Short Service Commission was that apart from the difficulties in imparting meaningful training to them in conceptual and practical skills of crime investigation etc. aspects of policing at their late age, it had also to be kept in mind that those who were not found good enough by the Army for further retention, may hardly be found useful for the IPS. 4.2.8. The option of absorption of Commandants / Additional Commandants of CPOs for manning armed police units too did not find consensus. The main arguments against its acceptance were that (i) it would lead to shortage of officers at that level in the CPOs, practically all of which were themselves undergoing major expansion currently, and also (ii) many of them, after joining in the States, may start lobbying for postings in the regular civil police jobs, for which they have neither training nor experience. 4.3. Preferable options

4.3.1. Thus, for filling up the large number of existing and anticipated vacancies, in an optimal timeframe, a combination of the following three options seems to be worthy of consideration: (i) Maximal augmentation of IPS seats in the Civil Services Examination for the next few years,

21

(ii)

Limited Competitive Examination for directly-recruited DySPs of States and their equivalents in CPOs, with a minimum of 5 years of service and below 45 years of age, and

(iii) Appointment of professionals in specialized fields such as I.T., Communications, Finance and HR Management, on contract basis for fixed periods or taking such specialists on deputation from other organizations. 4.3.2. Augmentation of Intake through Civil Services Examination 4.3.2.1. Ministry of Home Affairs have already requested UPSC to select 130 candidates for

IPS through the Civil Services Examination of the current year, as against 100 officers per annum selected in the past few years. The point to be considered is whether the intake can be further augmented without compromising the quality of recruitment or training. As regards training, the matter was discussed in details in a couple of meeting with the Director and faculty members of NPA. After discussions, it was felt that 130 would be the optimal number of IPS probationers, for quality training. Indeed, NPA can take upto 140 officers in a batch, but there are 8 10 foreign police officers to be trained along with IPS probationers, every year, under international commitments of the Government of India. So, it may be desirable not to exceed the number beyond 130. 4.3.2.2. The intake through the Civil Services Examination, even otherwise, needs to be limited to 130, since induction of a larger number than that is likely to lead also to problems of cadre management in future. 4.3.2.3. If this rate of recruitment (130) is continued for the entire period of 2009-2020, it will take care of 1430 (130 x 11) vacancies. This will leave us with 498 (1928 1430) vacancies to be taken care of. 4.3.3. Appointment of professionals on Contract / Deputation basis for specialized jobs 4.3.3.1. Some 50 posts of SPs & DIGs devoted to IT etc. specialized jobs in different States, can be filled up with professionals taken either on contract basis from the private sector / open market, or on deputation from government organizations, thereby releasing IPS officers for jobs needing police professionals. In the process, 50 vacancies will be taken care of, reducing the shortage to 448 (498-50).

22

4.3.4. Induction through Limited Competitive Examination (LCE) 4.3.4.1. These 448 vacancies can be filled through the channel of Limited Competitive

Examination for DySPs of States and their equivalents in CPOs. To ensure that the quality of their training is maintained at the desired level, not more than 60 - 65 officers should be selected each year. The recruitment through this channel may, therefore, have to be staggered over a 7-year period. 4.3.4.2. The main advantages of induction through LCE will be : (i) The inductees would have already had previous background and experience in policing and police organizations and their integration will be smooth. (ii) Since they have already undergone training in their previous service, the induction training for them can be condensed to a period of 3 4 months. (iii) The period of practical training will also be very short. (iv) Further, the tenure of posting as Sub-Divisional Police Officer before assuming charge of SP-level posts can be considerably shortened for those who have already held such charges in their previous service. For the officers who happen to get allotted to their own States, this requirement can be dispensed with altogether. For those allotted to States other than where they have served earlier, a period of 6 months would suffice. Officers from CPOs will anyway have to undergo this posting for full 2 years. (v) 4.3.4.3. Existing vacancies at the level of SP can, thus, be filled up fast.

An added advantage offered by the scheme of LCE would be that it would open a

fast-track channel for brighter officers in the State Police Services to get into IPS. It may be mentioned that the National Police Commission (NPC) had specifically recommended this for IPS recruitment, to the extent of 16.66% of vacancies in the cadre, to be opened for not just DSPs but all ranks of police officers (para 44.25 of their Sixth Report). In fact, it would be worthwhile to consider introducing it as a regular additional channel of induction into the IPS, for the long-term as well, apart from direct recruitment through the Civil Services Examination and induction through the promotion quota.

23

Chapter 5

Recruitment Plan for Direct Recruitment Quota for 2009-2020

5.1. Broad principles followed

5.1.1. In working out the Recruitment Plan 2009-2020, the following principles have been kept in view: (i) The plan should lead to zero-level shortages at the end of the period, based, indeed, on todays projections. (ii) The plan should ensure that the rate of induction is as smooth and uniformly distributed as possible so as to avoid undue strains in cadre management and in career progression of officers in future. (iii) The quantum of annual intake should not outmatch the training capacity of NPA or lead to a compromise in the quality of recruitment or training of inductees in any manner. (iv) The plan would be revisited and revised, as necessary, after a detailed cadre review, recommended elsewhere in the Report, as also every time there is a sizeable increase in cadre reviews undertaken in later years. 5.1.2. Accordingly, and taking into account all the three channels of recruitment discussed in the previous chapter, the following Recruitment Plan is recommended: No. of officers to be inducted Year Through CSE 130 130 130 130 130 Through LCE .. 65 65 65 65 Contract / Deputation Appointment 50 .. .. .. .. Total for the year 180 195 195 195 195 Cumulative Total 180 375 570 765 960

2009-10 2010-11 2011-12 2012-13 2013-14

24

2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 Total

130 130 130 130 130 130 1430

65 65 58 .. .. .. 448

.. .. .. .. .. .. 50

195 195 188 130 130 130 1928

1155 1350 1538 1668 1798 1928 ..

5.3.

Induction through Civil Services Examination

5.3.1. The UPSC will, thus, have to be requested to select 130 candidates for IPS through the annual Civil Services Examination every year, for the entire period. This rate of recruitment may as well have to be continued beyond 2020, or may even have to be raised further, if and as the cadre strength goes up in the cadre reviews in coming years. 5.3.2. There are two allied issues relating to direct recruitment, beckoning serious consideration. One of them relates to the age limit for directly recruited IPS officers. Serious concerns were expressed widely during the Focussed Group Discussions with officers from the States over the current maximum age limit of 30 years for even general category candidates, which was too high. Thus, a good number of direct recruits join the Service at a very ripe age, with many of them, by then, having developed their own firm mindsets. Imparting effective training to them in knowledge, skills and attitudinal aspects becomes a challenging task. They also find the physical content of training difficult to cope with. There is, therefore, a strong case to restrict the maximum age-limit for entry of Civil Services Examination recruits into the IPS to 24 years. Till the 1970s, a different age limit (20 24 years) used to be prescribed for the candidates for IPS, in the CSE scheme. It would do a lot of good to the Service if the age limit for the Service is revised to 20 24 years, irrespective of whether or not a revision is effected in respect of the other Services covered under the CSE scheme.

25

5.3.3. The other important issue relates to the current liberal practice of allowing IPS probationers undergoing training in the NPA to go on appearing at competitive examinations, during the period of training. This dilutes the seriousness of NPA training for such probationers, most of whom eventually end up continuing in the IPS. The practice in the past was to keep the IPS appointment of the candidates, who wished to still compete for other services, temporarily in abeyance. They were allowed to join NPA with the next batch, after finally making up their minds in favour of the Service. The National Police Commission had made a similar recommendation (para 44.24 of their Sixth Report), which needs to be implemented forthwith. Interestingly, this principle is already in vogue in respect of Indian Forest Service appointees. 5.4. Recruitment through Limited Competitive Examination

5.4.1. This Examination must also be conducted by the UPSC, maintaining a high level of rigour in the selection process. The syllabus for the examination should centre around the conceptual and practical aspects of policing and internal security, besides general studies and report writing skills, which should again be oriented to the needs of the police service. Conceptual aspects should, inter alia, include applied elements of disciplines relevant to policing, such as Criminology (etiology of crime, criminogenic factors, penology, victimology, juvenile delinquency, social defence and other methods of crime prevention, etc.), Psychology (like mob-psychology and psychogenic causes of criminality), Forensic Science, etc., besides subjects of current-day importance, such as terrorism, left extremism, separatist and other violent movements and the like. 5.4.2. Practical aspects in the paper may cover day-to-day policing issues and problems, with questions focused on problem solving and practical handling of situations. 5.4.3. In the interview process, effort should be made to include as many psychometric tests as feasible. The report of the HR Consultant, Prof. S. Ramnarayan (Annexure-III) broadly covers the subject. The ideas would need to be further developed after a detailed study in collaboration with subject experts. 5.4.4. Candidates successful at the Limited Competitive Examination should be allotted to the States in the same manner as followed in respect of Civil Services Examination candidates.

26

5.5.

Appointment of professionals for specialised jobs

5.5.1. The number of such appointees would be fairly low which would also be scattered over the various States. The process of induction will be limited to either contractual appointments or deputations from other government and semi-government organizations. The matter could, therefore, be left to the States themselves. MHA may, however, draw up detailed guidelines with various dos and donts and circulate them to the States with the advice to follow them scrupulously. 5.5.2. For spotting the right kind of talent for these posts, a lot of proactive effort would be needed, in addition to sending out circulars, putting advertisements in newspapers and other usual methods of notifying vacancies. It would be desirable to give a free hand to Directors General of Police in these selections, subject to MHA guidelines mentioned above.

27

Chapter 6

Promotion Quota Vacancies

6.1. Extent of vacancies

6.1.1. As on 01.01.2009, there were 243 vacancies existing against the Promotion Quota component of IPS cadre strength. The state cadre-wise break up of these 243 vacancies may be seen at Annexure-I. Between 01.01.2009 and 30.09.2009, another 52 SPS officers have superannuated, but some fresh Select Lists have also been prepared with the names of 54 officers, during the same period. So, the situation remains more or less the same. 6.1.2. With the proposed encadrement of a number of long-existing ex-cadre posts relating to mainstream jobs, 494 posts will get added to the authorized strength of senior duty posts. This would mean an addition of 914 posts in the authorized total strength of IPS cadre. Out of these, 277 will be the proportion of promotion quota. Thus, nearly 520 (243 + 277)posts would need to be urgently filled up through the promotion quota, which is quite a substantial number. 6.2. Existing process of filling up promotion quota vacancies

6.2.1. The extant procedure of filling up the promotion quota posts is inordinately timeconsuming. It consists of the following successive steps: 1) Intimation of vacancies by the State Government concerned, 2) Confirmation of vacancies by the Central Government, 3) Forwarding of proposal to UPSC by the State Government for convening the meeting of the Selection Committee, 4) Scrutiny of the proposal by UPSC, inter alia, to verify the eligibility of officers, 5) Fixing up of a date for Selection Committee Meeting by UPSC, 6) Selection Committee Meeting, 7) Approval by the State Government of the list prepared by the Selection Committee, and obtaining of the Central Governments view thereon, and 8) Final approval of the Select List by UPSC and notification of the same by the Central Government

28

6.2.2. The entire process is supposed to start in the month of January each year and takes anywhere between 6 months to 1 year for completion, if all the information required to be furnished by the state government is found to be in order at every stage. Otherwise, a lot of further time is wasted in obtaining the correct and complete information. This is very often the case and leads to abnormal delays. The following is the latest status of the process of preparation of Select List (State-wise): State-wise Status of Preparation of Select List as on 06.08.20091 S.No. 1. Cadre Andhra Pradesh Number of vacancies 02 04 2. Assam 01 05 02 3. Bihar 07 05 08 4. 5. 6. Chhatisgarh Gujarat Haryana 01 03 01 Nil Nil 7. Himachal Pradesh 01 Year of vacancies 2008 2009 2007 2008 2009 2007 2008 2009 2008 2009 2009 2007 2008 2009 2007 2008 2009 8. Jammu & Kashmir 04 02 03 9. 10. Jharkhand Karnataka 06 2007 2008 2009 2009 2009 Vacancies confirmed by Govt. of India Proposal received from State Govt. -do-doVacancies confirmed by Govt. of India Vacancies confirmed by Govt. of India Vacancy intimated by State Govt. Status Proposal received from State Govt. -doProposal received from State Govt. -do-doSelection Committee Meeting fixed Vacancies confirmed by Govt. of India -doVacancy intimated by State Govt.

Source: UPSC

29

S.No. 11. 12. 13. 14. 15. 16. 17.

Cadre Kerala Maharashtra Madhya Pradesh Manipur Meghalaya Nagaland Orissa

Number of vacancies 02 05 03 01 5 Nil 01 Nil 37 04

Year of vacancies 2008 2009 2009 2009 2009 2009 2008 2009 2006 2007 2008 2009

Status Proposal received from State Govt. Vacancies confirmed by Govt. of India -doSelection Committee Meeting held on 17.06.2009 Vacancies confirmed by Govt. of India -doVacancies confirmed by Govt. of India -do-

18.

Punjab

08 02 02 Nil Nil 02 Nil 01

2002 2003 2004 2005 2006 2007 2008 2009 2009 2008 2009 2009 2006 2007 2008 2009 2008 2009 2009 30

Were pending till now due to High Court order to re-fix seniority.

Vacancies confirmed by Govt. of India Vacancies confirmed by Govt. of India Selection Committee Meeting fixed

19. 20. 21 22

Rajasthan Sikkim Tamil Nadu Tripura

06 Nil Nil 01 04 Nil 01 Nil

Vacancy confirmed by Govt. of India Court stay due to dispute of seniority

-do-

23

Uttar Pradesh

13 14

Proposal received from State Govt. Court stay due to dispute of seniority

24.

Uttarakhand

Nil

S.No. 25. 26.

Cadre West Bengal AGMUT

Number of vacancies 03 03 06

Year of vacancies 2009 2008 2009

Status Vacancies confirmed by Govt. of India -do-

6.2.3. It would be seen from the above table that the process of filling up the vacancies of 2007, 2008 and 2009 is at different stages and is yet to be completed. And, because the vacancies of a particular year are reckoned as the number of vacancies as existing on the first day of January of that year, these vacancies, in effect, are the vacancies of 2006, 2007 and 2008. The vacancies that have arisen since 01.01.2009 will be taken up only in the year 2010. This inherently causes inordinate delays in filling up vacancies. 6.2.4. Further, under the extant rules, the size of the Select List is to be limited to the number of substantive vacancies, as existing on the first of January of the year. This causes avoidable further delays in filling up anticipated as well as unanticipated vacancies, as and when caused due to superannuation, resignations, premature retirements etc. Also, the name of an officer included in the Select List is treated as provisional if the State Government has not furnished the Integrity Certificate in respect of such an officer. The rules require a vacancy to be kept in reserve for each of the names provisionally included in the List. During my interaction with officials of State Governments, it was pointed out that this has been leading to some vacancies remaining unfilled for inordinately long periods, sometimes to the extent of several years, in some States. There is clearly a need for a hard look at the rules with a view to removing all these anomalies as also making the process more expeditious and efficient than at present. 6.3. National Police Commissions view on filling promotion quota vacancies 6.3.1. The National Police Commission had suggested (in their Sixth Report) a total revamp of the system of filling promotion quota vacancies. Its recommendation was that promotion of Deputy Superintendents of Police, with 8 years of service in the grade, should be based on a composite assessment process, which should consist of (i) a written examination to be held by UPSC to assess professional knowledge, ability to solve practical problems and the officers effort to keep abreast of changes and developments (200 marks); (ii) Evaluation of ACRs by the UPSC, assisted by Police Advisers including a serving IGP2 (500 marks); (iii) Interview by

State Police forces were headed by IGPs in those days.`

31

UPSC Board (200 marks), and (iv) Assessment of physical fitness by a Selection Board through some tests (100 marks). 6.4. Second Administrative Reforms Commissions recommendation

6.4.1. The Second Administrative Reforms Commission also, in its Tenth Report, has recommended modifications in the method of induction of officers of the State Services into the All India Services. The salient features of the ARC recommendations are: (i) Induction of officers of State Civil/ Police/ Forest Service should be done by the UPSC on the basis of a common examination, to be conducted annually. (ii) Officers who have completed 8 to 10 yeas of service in Group A posts shall be eligible for appearing in the examination. (iii) The upper age limit of 40 years should be fixed for officers to appear at the examination. However, for the first two years, the upper age limit should not be applicable so as to ensure adequate opportunities to the existing officers. (iv) A maximum of two attempts should be allowed to the eligible candidates. 6.4.2. The recommendations of the Second ARC, although suggesting a significant improvement over the current system, suffer from some inherent problems. First, it may not be a very good idea to hold a common examination for three different services, with distinctly disparate nature of their jobs. Also, the upper age limit of 40 years will block the prospects of a large number of State Service officers who have been awaiting their induction into IPS for long but have already crossed the age of 40 years. Limiting the number of attempts to two would add a further handicap unless the rules are so framed that an officer having cleared the examination once, could be inducted into the IPS anytime, as and when a vacancy arises in future, irrespective of when he passed the promotion examination. 6.5. UPSCs proposal

6.5.1. Our discussion on the subject with the Chairman, UPSC, revealed that the issue of reforms in the existing system of induction of State Service Officers into All-India Services had been engaging the Commissions attention too, for quite some time. An elaborate proposal had been sent by the UPSC to the Government of India in December 2005, suggesting a threetiered induction process, consisting of:

32

(i)

A written examination, to be conducted by UPSC every year on a fixed date, say, 1st of April.

(ii) Personality Test, and (iii) Assessment of ACRs of the previous five years 6.5.2 The written examination would be common to all States and all the three Services. The question paper would primarily be of objective type so that the results could be declared within one or two months. The paper would also have a Service-specific section each for the IAS, IPS and the Indian Forest Service. The results would be State-specific rather than on an all-India basis. The zone of eligibility for the examination would be five times the number of vacancies in each State. All the States would get their vacancies determined, get eligibility lists finalized, and get the service records and ACRs readied, well in advance of the date of examination. 6.5.3 The results would be worked out by adding the marks obtained by the candidates in the written examination, personality test and the assessment of ACRs with weightages of 40%, 40% and 20% assigned respectively to them. 6.5.4 This proposal of UPSC has a lot of merit in that it will ensure timely finalization of the Select List and also render the process of assessment of officers much more rounded than at present. 6.5.5. However, in the context of IPS, it is felt that the written examination for SPS officers will be more efficacious if the paper for them is exclusive and the syllabus is oriented to subjects related to police work, instead of the proposed scheme of having a common paper for them and the other two Services, with only a section devoted to Service-specific questions. In fact, questions relating to even General Studies could then be centred on aspects of relevance to police work. Also, the question paper, while still remaining broadly as objective type, must also include some open-ended questions and not just multiple-choice ones. In addition, a physical test of qualifying nature, could be added to ensure physical and health fitness of the candidates. 6.5.6. The idea of a composite selection process including a written examination is, indeed, laudable since it will not only ensure better quality of induction but also go a long way in promoting a culture of constant professional development and self improvement, among officers.

33

6.6.

What needs to be done?

6.6.1. The proposal of UPSC, with modifications suggested above, deserves to be implemented at the soonest, at least in respect of IPS for its promotion quota recruitment. To avoid any resistance from existing officers who have been waiting for promotion for long and who may find the proposition of a written examination too formidable for their age, the new system may be introduced for only 50% vacancies for the initial 5 years or so, the remaining 50% vacancies being continued to be filled through the existing process. The new system, in the meanwhile, will get stabilized. 6.6.2. Till such time as the new system is introduced, the following measures may be considered for implementation with immediate effect, to make the existing process expeditious: 1) The process of preparation of Select List should be initiated at least one year in advance, taking into consideration the number of vacancies that would arise in the whole of the next year. 2) The process should be so re-engineered that it can be completed within a fixed calendar of three months with deadlines being set for each step. 3) To take care of delays often caused in the process of obtaining up to date ACR records of eligible officers, the relevant rules should be amended to incorporate a provision that any delay in recording ACR entries on the part of the Reporting/ Reviewing Authority would entail appropriate adverse remarks in the latters own ACR, on the lines of the amended All India Services (Performance Appraisal Report) Rules, 2007. 4) The requirement of furnishing up-t- date Integrity Certificate and particulars of any disciplinary/ criminal proceedings in respect of eligible officers twice, first at the stage of initial proposal and once again just before the Selection Committee meeting, also needs to be simplified, as it often causes avoidable delays. 5) Also, there should be a time-limit fixed for furnishing the Integrity Certificates for officers provisionally included in the Select List, beyond which an existing vacancy should be allowed to be filled by the next officer in the List, even if on provisional basis, so that the vacancy does not remain unfilled for an indefinitely long period.

34

6)

The Select List should contain a few extra names over and above the number of anticipated vacancies, as in the past, to take care of any unforeseen vacancies arising due to resignations, deaths etc. The rules should, however, be suitably amended to clearly mandate that the filling of vacancies (or even temporary officiation against a cadre posts) should be ordered strictly in the serial order of names of officers in the Select List.

6.6.3. Orissa has the largest number of vacancies (47) in the promotion quota, accounting for nearly 20% of the promotion quota posts lying vacant in the entire IPS cadre of the country. The problem of Orissa is, indeed, peculiar in that the State had dispensed with direct recruitment at the level of Deputy Superintendent of Police, quite some time back. All the posts of DySPs in the State are filled by promotion from the rank of Inspector. By the time, these officers complete the prescribed minimum (8 years) of qualifying service in the grade, they cross the age limits of 54 years. No officer thus remains eligible for promotion. The problem can substantially be solved by enhancing the age limit for induction through promotion quota into IPS to 56 years. In fact, this should be done for all the State Cadres across the board, since the age limit of 54 years was fixed at a time when the retirement age was 58 years which has since been raised to 60 years. 6.6.4. If some vacancies in Orissa still remain unfilled, the same may be temporarily transferred to the direct recruitment quota, to be adjusted against future intake against that quota.

35

Chapter 7

Training and Change Management Needs

7.1. Training needs

7.1.1. That there can be no compromise with the quality of training of new inductees, particularly those who come through the stream of Limited Competitive Examination (LCE), certainly bears reiteration. Any thought to dilute the nature or content of training for they have already undergoing training has to be consciously avoided at all levels the top management, training administrators as well as the training faculty. The training must receive special attention from all concerned. The training must also be organised at National Police Academy only. 7.1.2. Indeed, the training programmes have to be structured carefully, to avoid unnecessary repetition. Different courses will, thus, have to be designed for DSPs of the States and the CPO officers, duly keeping in view the syllabi of their respective induction courses in the previous service. Designing of the course structures can be entrusted to a Committee of select police training experts with the Director, NPA as its convener. The training inputs should also include the change management aspects discussed in later paragraphs of this chapter. 7.1.3. To enable the NPA to conduct these programmes effectively, the training infrastructure and the faculty strength of the Academy will need to be appropriately augmented. All the other necessary resources (including adequate funds) will also have to be provided. Some augmentation in the Academys infrastructure and faculty strength is already underway for the purposes of Mid-Career Training Programme Scheme. The requirements of induction training for LCE inductees can be dovetailed with the ongoing augmentation, right from this stage, so that the required infrastructure, faculty and other resources would be in place by the time the new inductees join the Academy, a few months hence. 7.1.4. Some training will be needed also by the professionals from specialized fields taken on contractual appointments or on deputation, to orient them to the functioning of the police organisation. Brief modules could be elaborated for each category (IT, Communication, Finance Management, HR Management) centrally by the NPA. Their training, based on these

36

modules, could be organized at the State Police Academy concerned, with the NPA maintaining a close liaison with the State Academies in this regard. 7.2. Change Management Needs

7.2.1. The implementation of quite a few recommendations made in this report is going to introduce changes in some of the existing systems, which the police organisation and the large strength of its members are not used to, currently. For instance, there would be a new, additional stream of recruitment of IPS officers (LCE) which will run parallel to the regular system of recruitment through UPSCs annual Civil Services Examination. This will bring into the IPS, officers who have already been in the organisation in junior positions for at least 5 years some of them even with 15-20 years of past service. This will pose different problems and dilemmas for different groups. Some of the common dilemmas could be: For the inductee himself How to adjust with the new senior position in the same organisation, in the midst of erstwhile colleagues and particularly those who were his seniors but would now become his juniors? How to cope with the new position and responsibilities without getting affected by the past baggage? How to achieve the desired change in perspectives in viewing and dealing with the same professional issues and problems, in the new position? How to attain the desired attitudinal changes?

For the erstwhile non-IPS colleagues & seniors of the new inductee How to deal with an erstwhile colleague who has suddenly jumped up to a higher level of oroganisational hierarchy? How to re-adjust inter-personal equations with them. How to deal with the situation of his becoming your direct boss tomorrow?

For other IPS Officers already in the service Change for them in accepting someone who they are used to treating as a junior all this while, as a peer now.

37

For regular inductees into the IPS through UPSCs annual Civil Service Examination How to integrate well with those recruited through the Limited Competitive Examination from amongst DSPs, and not look down upon them? 7.2.2. Induction of an unusually large number of officers through direct recruitment in a matter of a few years will pose another challenge to the regular inductees joining the IPS through the channel of Civil Services Examination, of coping with the change of a likely slowdown in their promotional prospects at the higher, narrower levels of the organizational pyramid (DIG and above). Indeed, a good number of LCE inductees would be from higher age groups (the upper age limit for them being 45 years) and would be retiring earlier. Also, meaningful restructuring of the cadre strength in the light of the current needs of internal security situation, from time to time, as recommended in this report will also generate some more higher posts in the organisation which will take care of the problem to some extent. But, comparison with officers of earlier batches who have had a more rapid career growth may occasion demoralization. 7.2.3. Similarly, the proposed change in the current system of selection for promotion quota posts, will throw up new situations, for which coping strategies would be needed by all concerned. 7.2.4. Fortunately, the science of Human Resource Management now has a well-developed discipline of Change Management and there are tried and tested strategies available to take care of change management needs of organizations in different situations. As mentioned by the HR Consultant, Prof. S. Ramnarayan, in his report (Annexure-III), these issues can be handled after a detailed study, aimed at devising appropriate strategies, by a group of committed police professionals with the involvement of some Change Management Experts from the field of Human Resource Management. It will be useful to do this as early as possible.

38

Chapter 8

Requirement of IPS Officers for Central Police Organisations

8.1 The various Central Police Organisations (CPOs), functioning under the aegis of the

Government of India, supplement the role and effort of the state police organizations in safeguarding internal security of the country. The nature of internal security tasks demands regular exchange of experience and perspectives between state and central police organizations. IPS is meant to meet this requirement by way of providing its members to both, who work in the CPOs on tenure basis (with the exception of the hardcore component of Intelligence Bureaus IPS strength), in between their postings in their respective state cadres. A proportion of posts is, therefore, earmarked for IPS officers in each CPO. IPS provides for a common thread to bind the internal security apparatus of the country, comprising, as it does, of disparate security agencies of the central government and mutually-exclusive state police organizations. There lies the significance of an earmarked strength of IPS officers in the various CPOs, and the need to ensure their presence in optimal numbers, in all these organizations. 8.2. Existing Extent of Vacancies in CPOs

8.2.1. However, the recent years, nay, decades have witnessed an increasingly dwindling trend in the availability of IPS officers in different CPOs, leading to substantial shortages. The current position is reflected from the following table: S.No. CPO No. of posts earmarked for IPS Officers 194 102 48 39 22 15 14 4 No. of officers available Shortage

1. 2. 3. 4. 5. 6. 7. 8.

IB CBI CRPF BSF CISF SSB ITBP NSG

110 69 22 21 15 11 10 3

84 33 26 18 7 4 4 1

39

9. 10. 11. 12. 13. 14. 15.

SPG BPR&D NPA NEPA NICFS NCRB BCAS Total

16 7 16 2 1 7 3 490

12 7 13 1 1 5 3 303

4 .. 3 1 .. 2 .. 187

8.2.2. Needless to mention, the existence of vacancies in such a large scale has been causing serious strains on smooth functioning of the various CPOs, jeopardising the internal security interests of the country. 8.3. Expansion Plans 8.3.1. With the inordinately growing responsibilities of the various CPOs in the wake of the mounting levels of emerging threats to internal security terrorism, left wing extremist violence, et al they are also required to urgently expand their activities. This entails creation of some new units as also strengthening some of their existing units, for manning the senior and middle echelons of which more IPS officers would be needed. The consequent additional requirements for IPS officers, were obtained from the various CPOs. The total number of IPS officers additionally needed, as per CPOs expansion plans, works out to 81. This requirement is, indeed, over and above the number of officers needed to fill the existing vacancies. 8.4. Total Realistic Requirement of CPOs 8.4.1. Adding the two requirements (relating to the existing vacancies as well as the

expansion plans), the realistic number of officers needed for the CPOs, will be as follows: No. of posts earmarked for IPS Officers Existing IB CBI CRPF 194 102 48 Expansion Plan 87 (27*) 14 9 Total 221 116 57

S. No. 1. 2. 3

CPO

No. of officers available 110 69 22

Shortage

111 47 35

40

4 5 6 7 8 9 10 11 12 13 14 15

BSF CISF SSB ITBP NSG SPG BPR&D NPA NEPA NICFS N.C.R.B. BCAS Total

39 22 15 14 4 16 7 16 2 1 7 3 490

2 .. 7 2 2 .. .. 14 2 1 1 81

41 22 22 16 6 16 7 30 4 1 8 4 571

21 15 11 10 3 12 7 13 1 1 5 3 303

20 7 11 6 3 4 .. 17 3 .. 3 1 268

* IBs immediate requirement, under the Expansion Plans, is for 27 IPS officers. (The remaining 60 for the long-term is not considered here). 8.5. Adequacy or otherwise of Central Deputation Reserve 8.5.1. In the existing scheme of structures of the All India Services, CPOs are not supposed to have any permanent IPS cadre of their own. All their requirements are expected to be made good by the broad provision of a Central Deputation Reserve (CDR) in the authorized IPS strength of each State cadre, to the extent of 40% of the authorized strength of the Senior Duty Posts in the cadre. The total number of IPS officers required by all the above CPOs put together, taking into consideration the existing authorized strength of IPS officers for each of them as well as their expansion plans, works out to 571 officers. In addition, there are 123 posts not earmarked as such but usually held by IPS officers, in central government organizations, such as R&AW, NCB, RPF, MHA, MEA, NSCS etc. Out of these, R&AW has projected a requirement of 38 IPS officers over and above their present holding of 32. Taking all this into consideration, the total requirement of IPS officers for central deputation postings adds upto 726. Then, there are postings, such as those under the Central Staffing Scheme, those of CVOs etc. in central government undertakings, et al which also need IPS officers, As against all this, the current authorized strength of the CDR is 840. This is adequate to take care of the present needs of the various CPOS against their posts earmarked for IPS officers, as well as the posts in various other central government organizations which are to be manned by IPS officers. 41

8.5.2. The increase in the overall cadre strength of IPS after encadrement of a number of existing ex-cadre posts, recommended earlier in the report, will also proportionately enhance the CDR strength which will take care of any increasing needs of CPOs and other central organizations arising subsequently. 8.6. Reasons for the existing shortages in CPOs 8.6.1. There appear to be two main causes contributing to the perennial problem of shortages of IPS officers in the CPOs. These are: i) Inexactitude in working out the actual requirement of IPS strength for each CPO, and ii) Reluctance of individual officers to join CPOs or, at times, of State Governments to relieve them. 8.6.2. The inexactitude in working out the actual requirement of officers for the CPOs refers to the absence of a scientific method for doing so. The number of posts earmarked for IPS officers in each CPO, the number of posts actually filled and the extent of vacancies, remain confined to the establishment branch of the CPO concerned and there is hardly any system in place to balance the demand and supply equation. There is no system even to notify these details to various State cadres and their officers, seeking volunteers to fill vacancies. 8.6.3. The problem is further compounded by the reluctance, oftentimes, on the part of individual officers selected by the Central Government for postings in the CPOs, to leave their States to join the central government organizations or, at times, of the State Government concerned to relieve such officers. The root of the problem of reluctance on the part of officers themselves, many a time, lies in the fear of the unknown syndrome. The present system of posting IPS officers to CPOs in which the concerned officer is allowed a choice neither of the organisation nor the place of posting, adds to the fears. The problem needs to be addressed. 8.6.4. Besides the problem of overall shortage, the CPOs often also suffer vacancies at the senior levels of IGs and DIGs for reasons of delays in empanelment of IPS officers to those ranks. Often such delays are also caused because a gap of 2 years has to be maintained between the IPS and the IAS in promotion to these pay grades. Keeping senior positions in sensitive security organizations for this kind of extraneous reasons, defies logic. The problem

42

can easily be solved by removing such artificial obstacles to timely empanelment, besides ensuring its promptness by all other possible means. 8.7. What needs to be done? 8.7.1. The Workshop of May 22, 2009 at NPA, Hyderabad deliberated at length, on the issue of ensuring equitable distribution of IPS officers between the States and the CPOs. The subject was also intensively debated at the Focussed Group Discussions with State officials and at the October 1, 2009 Workshop for CPO officers. Based on the outcome of those deliberations as also inputs received through other channels, the following actions are recommended for implementation at the earliest: 1) The exact number of posts that are required to be manned by IPS officers, and the position of vacancies existing as well as anticipated should be worked out by each CPO regularly, say, once every year. 2) This information should be notified to IPS officers in all the state cadres through the websites of MHA and the concerned CPO, in addition to the usual channels, seeking volunteers. 3) Officers could also separately be asked by MHA to indicate 2 or 3 choices of organizations as well as places of posting. 4) The choices should be given due consideration by the MHA and the concerned CPO, as far as possible. 5) All CPOs should also make proactive efforts to spot and motivate suitable officers in the State cadres, like the IB and CBI already do. 6) The process of empanelment of officers for senior ranks should be liberalized and made speedier as well as transparent. 7) Artificial hindrances to timely empanelment like inter-Service gap of two years, should be consciously removed. 8.7.2. In addition to the above, it will also be useful to consider making central deputation tenures a mandatory eligibility condition for promotion of officers to different higher ranks, even within their own respective State cadres. Exposure to working in a central organisation enriches IPS officers professionally and also helps them in developing an all-India perspective in viewing problems and situations, besides gaining an understanding of the functioning of the

43

Government of India as also of the police forces of other States, all of which are so very essential for efficient handling of internal security challenges of today. However, the number of posts actually available for IPS officers in CPOs being fairly small compared to the total cadre strength of the Service, making central postings mandatory straightaway may not be a feasible proposition. What actually will be desirable and workable is to club CPO postings with postings in certain important, yet unpopular, units of state police organizations, namely, Intelligence, CID, SCRB, Training, Railway Police, State Armed Police, Counter-Terrorism Units etc. for the purpose of mandatory eligibility for promotions. Thus, an SP-level officer would be eligible for promotion to the rank of DIG only if he has worked for at least 3 years in a CPO or 5 years in any one of the above-mentioned State-level outfits. Similarly, for promotion to the rank of IG, mandatory tenures of at least 5 years in a CPO or 7 years in one of the State-level outfits could be fixed. For promotion to the rank of ADGP, the period could be 7 years and 10 years, respectively. 8.7.3. There will be multiple advantages accruing from this proposition. Not only the officers will gain more rounded experience before promotion to higher ranks, but also the unhealthy clamour and politicking for one focal post after another, at the cost of posts in important and sensitive organizations like Intelligence, CID etc., so much in evidence today in most of the states, would be at a discount. Adequate number of willing officers would always be available for postings in CPOs as also all the important units of State police organizations. 8.7.4. Indeed, the rules need to be amended to authorise the Government of India to have the right to pick-up any IPS officer for posting to a CPO, subject to the existing tenure rules. 8.7.5. For the officers of State Police Services promoted to the IPS, at least one tenure of posting in a CPO, immediately after promotion, should be made mandatory, as was also recommended by the National Police Commission (para 44.33 of the Sixth Report). Their confirmation in the IPS should be made conditional to their joining a CPO within 12 months of the promotion. Exemption could be granted to those who are promoted after crossing the age of 50 years and are unwilling for central deputation, or those who are not found suitable by any of the CPOs for their situational needs for that time. The major advantage of this proposition would be that 50 to 60 officers promoted from SPS to IPS every year will become available for CPO postings at the level of SP. The prescribed period of deputation being 4 years, it will add up to a reservoir of more than 250 officers. Also, the rich experience gained by these officers 44

during their deputation tenure will benefit the States, upon their return. It will go a long way in helping SPS officers too in acquiring a national perspective and pan-India outlook. 8.7.6. Another related issue highlighted in the Focussed Group Discussions with State officers, and which needs to be addressed, pertains to almost total non-availability of opportunities for IPS officers to work at the cutting-edge level of Commandants in the Central Police Forces. Experience of working at that level enables officers to gain an invaluable insight and first-hand experience of the functioning of the concerned CPF which would be useful in later years when they have to work in the organisation at senior levels of DIG, IG etc. There are quite a few young IPS officers who are not just willing but keen to work at Commandant level in CPFs but are unable to do so, at present. It would, therefore, be useful to earmark a small proportion (5 10%) of Commandants posts for IPS officers in the various CPFs, with a failing which clause added in the recruitment rules so that the posts do not have to remain vacant in a situation of non-availability of IPS officers at any point of time.

45

Chapter 9

Policy Issues
9.1. A comprehensive, meaningful and lasting solution to the problem of shortages in IPS

strength of the kind faced now, would demand a revisit to some of the extant policies, governing cadre management practices, with a view to examining the need and mode of modifications as may be required. Some of the relevant policy issues are discussed in this chapter. 9.2. Determination of cadre strength for IPS

9.2.1. Most of the problem of shortages of IPS manpower is basically rooted in the unrealistic manner in which cadre reviews have been conducted for quite some time in the recent decades. There has been an acute and stiff resistance, shown persistently, on the part of the Government of India, to encadrement of additional posts in any State cadre. Even guidelines have been issued in black and white, prescribing that the total cadre strength should normally not be allowed to increase in any State, the ex-cadre posts proposed for encadrement should have been in existence for the previous at least three years, and so on. This approach betrays inadequate realization of the compulsion of a realistic assessment of manpower requirements for the IPS at a time when the pressures and demands of internal security are growing in leaps and bounds. 9.2.2. After all, the manpower structure of neither the police organisation as a whole nor of the IPS, whose sole raison de etre is to provide guidance, supervision and control over police forces, can remain static when the internal security challenges faced by the country have been growing so enormously in magnitude as well as complexities. The cadre review process ought not to remain oblivious to this. The rules, guidelines and procedures which were conceptualized in altogether different contexts, have obviously to be superceded by pragmatism. Usual principles of cutting down costs of non-plan activities, downsizing the establishment, or slashing the flab in the government apparatus can be applied to the police organisation, including the IPS, only with due circumspection. The existing guidelines may serve as useful reference points but there is need for a paradigm shift in approach to determination of IPS cadre strength.

46

9.2.3. Cadre review exercises for the IPS must, therefore, revert to the principles enunciated in the original IPS (Cadre) Rules. If necessary, the rules and review process for the IPS cadre may have to be disaggregated from the rules and procedural framework for other Services. 9.2.4. There is need also to evolve and put in place appropriate norms for fixing the IPS cadre strength, duly aligning it with the volume and nature of crime as also other police work, and particularly with the total manpower strength of police, in the State. The work could be entrusted to a committee of police professionals and HR experts. 9.3. Resignations and voluntary retirements

9.3.1. In the recent years, there have been a number of cases of IPS officers putting in resignations or requests for premature retirement. In the current practice, it takes quite long in fact, several years for the final orders of the Government to be issued, accepting their such requests. Meanwhile, the officer often disappears physically, creating a long-drawn vacancy in the cadre strength, which cannot be filled until the Governments final order is issued in the matter. The orders have been delayed, in some cases, for so long that one such officer having found his forays outside the IPS eventually unproductive, returned after a decade or so and sought a regular posting, creating peculiar dilemmas for the State Government. 9.3.2. There is need obviously to have a clear-cut policy to deal with such cases so that the vacancies so caused in the cadre strength can be filled up as promptly as possible. What, perhaps, is needed is to lay down a comprehensive Exit Policy for IPS officers, so that cases of this nature can be settled expeditiously. 9.4. Perennial shortage of IPS officers in some NE States

9.4.1. There are lots of vacancies existing in some of the North-Eastern States because of the reluctance on the part of officers to permanently serve in those cadres. Such officers, then, try and get their cadre allotments changed on different grounds, or seek long-term deputations to CPOs (like hard-core scheme of IB). From Nagaland cadre, for instance, 16 officers are reported to have moved out in the past, and currently the senior-most officer from outside Nagaland, remaining in the cadre, is from 1991 batch. This is so while there are 17 vacancies existing in the direct recruitment quota of this small cadre of a total strength of merely 60. The problem needs to be addressed. A possible solution could be to allot at least one vacancy in each State of the North-Eastern cadres, every year, for successful candidates belonging to the

47

State concerned, irrespective of the availability of a vacancy in the insider quota, in the years recruitment. This special dispensation has been recommended by the Second Administrative Reforms Commission (para 5.8.6. of their Tenth Report) also. 9.4.2.. Another way to redress the situation would be to allow officers serving in other State cadres to opt for a cadre transfer to such of the North-Eastern States which are suffering from acute shortage of IPS strength. Cadre transfers in such cases would be subject to the stipulated insider: outsider quota. 9.5. Compliance of IPS (Cadre) Rules by States

9.5.1. Many of the important provisions of the rules governing the management of IPS cadre are commonly being flouted by several State Governments. For instance, cadre posts, particularly of District SPs, are quite often filled by non-IPS officers of the State Police Services, while available IPS officers are made to man ex-cadre posts, even when there are no pressing reasons to do so. Also, new districts are created but proposals for the encadrement of District SPs posts are delayed often by several years. Meanwhile, non-IPS officers are given the district charge. There are cases of new districts being created by making very minor alterations in the boundaries and replacing the old names by new ones, and then non-IPS officers being posted as Districts SPs there. 9.5.2. Ex-cadre posts are being created by most of the State Governments, without any regard for the stipulation in the rule that the job content of an ex-cadre post has to be equivalent to that of one of the cadre posts. Certificates of equivalence are merely being recorded routinely so that there would be no hassles for the incumbent officer to draw salary. There have been cases as strange as a post of DGP being created to be incharge of Police Sports in one of the States. 9.5.3. Further, offer lists sent by State Governments would have no regard to whether the officers included therein have been empanelled for CPO postings or not. Also, officers selected by the Government of India would not be relieved promptly or, at times, at all. 9.5.4. There are but a few examples of the malady. A time has come when rules have to be enforced by all possible means. Since the rules in this case pertain to the All India Services Act, which is a central legislation, the most effective way to deal with the problem would be for the Central Government to issue comprehensive directions to the States under Article 256 of the

48

Constitution with regard to the enforcement of all provisions concerning cadre management of the IPS. That will go a long way in ensuring that problems of shortage of IPS officers of the kind being faced now, are obviated in future. Streamlining of IPS cadre management will benefit the internal security apparatus of the States in many other ways too.

49

Chapter 10

Summary of Recommendations
10.1. The scope of the project was not just limited to making a realistic assessment of shortages of IPS manpower against the existing authorized strength of the cadre and the expansion plans of the various state and central police organizations, but it also included an examination of the causes leading to the current level of shortages, with a view to exploring ways and means to obviate them in future. The main recommendations on the various terms of reference of the project are summarized below. Most of the recommended changes will, indeed, call for due amendments in the relevant rules and the policy framework. 10.2 Process of determining the IPS cadre strength (1) There is need for a thorough revamp of the cadre review process for the IPS. The process, at present, is too slow, complicated and cumbersome. It needs to be made more realistic, scientific as well as expeditious. (Para 2.6.4)

(2) The periodicity of cadre reviews for the IPS should be reduced from the existing 5 years to 2 years. (Para 2.6.4)

(3) The formulation of cadre reviews proposals, at the State Government level, should be entrusted to a group consisting of a senior police officer dealing with IPS establishment in the State Police Headquarters, a senior officer of the Home Department and a HR Expert. The final decision on the proposal, so formulated, may be taken by a Committee chaired by the State Home Minister with a HR Expert as its member, besides the Chief Secretary, Home Secretary and the DGP. (Para 2.6.5)

(4) Final decisions, at the Government of India level, on the proposals received from the State Governments, should be taken by the Union Home Minister, with the assistance of a Committee having a HR Expert, besides the Cabinet Secretary, Home Secretary, Special Secretary (IS), MHA and a serving or retired DGP, as members. (Para 2.6.6) (5) For a meaningful assessment of the requirement of IPS manpower, and of the rate of recruitment to meet the same, a thorough review of all the existing ex-cadre posts should be undertaken with the purpose of identifying, for immediate encadrement, such 50

posts amongst them which will be needed for a reasonably long time in future. This needs to be done urgently. [An interim exercise in this regard was undertaken, albeit with a somewhat conservative approach, in the course of the project]. (Paras 3.3.1 & 3.3.3) 10.3 Recruitment Plan (6) In the process of recruitment of a large number of IPS officers to meet the acute shortages, any compromise with the quality of recruitment or training of new inductees has to be avoided. A balance should also be struck between (i) the need to fill up the vacancies with urgency, and (ii) the consideration of avoiding problems of cadre management and career progression of officers, in future. (7) (Para 4.1.1)

A combination of the following three sources of recruitment would be preferable, to meet the shortages: (i) Maximal augmentation of IPS seats in the annual Civil Services Examination, for the entire period of 2009-2020, (ii) Limited Competitive Examination for directly-recruited DySPs of States and their equivalent in CPOs, with a minimum of 5 years of service and below 45 years of age, and (iii) Appointment of professionals from specialized fields, such as IT,

Communications, Finance and HR Management, on contract basis, for fixed periods or on deputation from other organizations, to release IPS officers for the jobs needing police professionals. (8) (Para 4.3.1)

The intake through the Civil Services Examination will need to be limited to 130 in a year, in the interest of quality of training as also to avoid problems of cadre management in future. (Paras 4.3.2.1 & 3.3.2.2)

(9)

The age limit for those recruited to IPS through the Civil Services Examination should be reverted to the earlier-existing band of 20 24 years, in the interest of effective training needed by them for a demanding career in IPS. (Para 5.3.2.)

(10) Appointment to the IPS in respect of the candidates, who wished to still compete for other services, should be held in abeyance, temporarily. They should be allowed to 51

join NPA for training with the next batch, after finally making up their minds in favour of the IPS. (Para 5.3.3)

(11) Not more than 65 officers should be recruited through the Limited Competitive Examination (LCE), per year, with their total recruitment scattered over a period of 7 years. (Para 4.3.4)

(12) It would be worthwhile to consider retaining the channel of LCE as an additional source of recruitment to IPS, in the long-term too. (Paras 4.3.4.3)

(13) The Limited Competitive Examination must be conducted by the UPSC, maintaining a high level of rigour in the selections process. The syllabus for the examination should centre on the conceptual and practical aspects of policing and internal security, besides general studies and report writing skills, which should also be oriented to the needs of the police service. (Some details have been covered in the report). (Para 5.4.1) (14) Practical aspects in the examination paper may cover day-to-day policing issues and problems, with questions focused on problem solving and practical handling of situations. (Para 5.4.2)

(15) In the interview process, effort should be made to include as many psychometric tests as possible. (Para 5.4.3)

(16) Candidates successful at the Limited Competitive Examination should be allotted to the States in the same manner as followed in respect of Civil Services Examination candidates. (Para 5.4.4)

(17) Professionals appointed on contract / deputation basis, to man specialized jobs (like IT, Communications, etc.), should not be assigned police designations (SP/DIG). Their designations should follow the pattern for similar positions in non-Police organizations. (Para 5.5.1)

(18) For spotting the right kind of talent for these posts, a lot of proactive effort would be needed, in addition to sending out circulars, putting advertisements in newspapers and other usual methods of notifying vacancies. It would be desirable to give a free hand to Directors General of Police in these selections, subject to guidelines elaborated by MHA in this regard. 52 (Para 5.5.2)

(19) The year-wise Recruitment Plan for the entire period, is elaborated in para Para 5.1.2. 10.4 Filling up Promotion Quota Vacancies (20) The UPSCs proposal of introduction of a three-tiered selection process for the induction of State Service Officers into the All India Services is, indeed laudable and should be implemented at the soonest, with the following modifications in respect of IPS: (i) The syllabus for written paper should be oriented to subjects related to policing and police work. Even questions on General Studies should be centred on aspects of relevance to police work. (ii) The question paper, while still remaining broadly as objective type, must also include some open-ended questions and not just multiple-choice ones. In addition, a physical test of qualifying nature, could be added to ensure physical and health fitness of the candidates. (Paras 6.5.5 & 6.6.1)

(21) To avoid any resistance from the existing officers who have been waiting for
promotion for long and who may find the proposition of a written examination too formidable for their age, the new system may be introduced for only 50% vacancies for the initial 5 years or so, the remaining 50% vacancies being continued to be filled through the existing process. The new system, in the meanwhile, will get stabilized. (Para 6.6.1) (22) Till such time as the new system is put in place, the following measures are recommended for implementation with immediate effect, to make the existing process expeditious: (i) The process of preparation of Select List should be initiated at least one year in advance, taking into consideration the number of vacancies that would arise in the whole of the next year. (ii) The process should be so re-engineered that it can be completed within a fixed calendar of three months, with deadlines being set for each step.

53

(iii) To take care of delays often caused in the process of obtaining up-to- date ACR records of eligible officers, the relevant rules should be amended to incorporate a provision for making adverse remarks in the ACR of the Reporting / Reviewing Authority for delays in recording the ACRs of their juniors, on the lines of the amended All India Services (Performance Appraisal Report) Rules, 2007. (iv) The requirement of furnishing up-to-date Integrity Certificate and particulars of any disciplinary/ criminal proceedings in respect of eligible officers twice, first at the stage of initial proposal and once again just before the Selection Committee meeting, needs to be simplified, as it often causes avoidable delays. (v) Also, there should be a time-limit fixed for furnishing the Integrity Certificates for officers provisionally included in the Select List, beyond which an existing vacancy should be allowed to be filled by the next officer in the List, even if on provisional basis, so that the vacancy does not remain unfilled for an indefinitely long period. (vi) The Select List should contain a few extra names over and above the number of anticipated vacancies, as in the past, to take care of any unforeseen vacancies arising due to resignations, deaths etc. The amended rules should, however, clearly mandate that the filling of vacancies (even temporary officiation against a cadre post) should be ordered strictly in the serial order of names of officers in the Select List. (23) (Para 6.6.2)

The age limit for induction of SPS officers into the IPS should be enhanced from 54 to 56 years, since the limit of 54 years was fixed at a time when the retirement age for IPS officers was 58 years, which has since been raised to 60 years. This will particularly help Orissa Cadre, which has the largest number of vacancies (47) existing in the promotion quota component of its IPS strength. (Para 6.6.3.)

(24)

If some vacancies in Orissa still remain unfilled, the same may be temporarily transferred to the direct recruitment quota, to be adjusted against future intake against that quota. (Para 6.6.3)

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10.5 Training and Change Management Needs (25) The training programmes for the Limited Examination inductees have to be structured carefully, to avoid unnecessary repetition of contents. Different courses will have to be designed for DySPs of the States and the CPO officers, duly keeping in view the syllabi of their respective induction courses in the previous service. Designing of the course structures can be entrusted to a Committee of select police training experts with the Director, NPA as its convener. (26) (Para 7.1.2.)

To enable the NPA to conduct these programmes effectively, the training infrastructure and the faculty strength of the Academy will need to be appropriately augmented, besides providing all the other necessary resources (including adequate funds). The requirements of induction training for LCE inductees can be dovetailed with the ongoing augmentation for the Mid-Career Training Scheme, right from this stage, so that the required infrastructure, faculty and other resources would be in place by the time the new inductees join the Academy, a few months hence. (Para 7.1.3)

(27)

For the training of professionals from specialized fields taken on contractual appointments or on deputation, to orient them to the functioning of the police organisation, brief modules will need to be elaborated for each category (IT, Communication, Finance Management, HR Management), centrally by the NPA. Their training, based on these modules, could be organized at the State Police Academy concerned, with the NPA maintaining a close liaison with the State Academies in this regard. (Para 7.1.4)

(28)

The implementation of quite a few recommendations made in this report is going to introduce changes in some of the existing systems, which the police organisation and the large strength of its members are not used to, currently. For instance, there would be a new, additional stream of recruitment of IPS officers (LCE), which will run parallel to the regular system of recruitment through UPSCs annual Civil Services Examination. This will bring into the IPS, officers who have already been in the organisation in junior positions for at least 5 years some of them even with

55

15-20 years of past service. This will pose different problems and dilemmas for different groups. Inducting of an unusually large number of officers through direct recruitment in a matter of a few years will pose a challenge to the regular inductees joining the IPS through the channel of Civil Services Examination, of coping with the change of a likely slowdown in their promotional prospects at the higher, narrower levels of the organizational pyramid (DIG and above). Similarly, the proposed change in the current system of selection for promotion quota posts, will throw up new situations, for which coping strategies would be needed by all concerned. To handle such change management issues, appropriate strategies would need to be devised. This task may be entrusted to a group consisting of a few committed police professionals and some Change Management Experts from the field of Human Resource Management. It will be useful to do this as early as possible. (Para 7.2.1. to 7.2.4) 10.6 Requirements of IPS officers for CPOs (29) Each CPO should scientifically work out the exact number of posts that are required to be manned by IPS officers, and the position of vacancies existing as well as anticipated on an annual basis. (30) This information should be notified to IPS officers in all the state cadres through the websites of MHA and the concerned CPO, in addition to the usual channels, seeking volunteers. (31) Officers could also separately be asked by MHA to indicate 2 or 3 choices of organizations as well as places of posting. (32) The choices should be given due consideration by the MHA and the concerned CPO, as far as possible. (33) All CPOs should also make proactive efforts to spot and motivate suitable officers in the State cadres, like the IB and CBI already do.

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(34) The process of empanelment of officers for senior ranks should be liberalized and made speedier as well as transparent. (35) Artificial hindrances to timely empanelment like inter-Service gap of two years should be consciously removed. (Para 8.7.1) (36) It will also be useful to make central deputation tenures, in combination with postings in certain important, yet unpopular, units of state police organizations (such as, Intelligence, CID, Training, SCRB, State Armed Police etc.), a mandatory eligibility condition for promotion. Thus, an SP-level officer would be eligible for promotion to the rank of DIG only if he has worked for at least 3 years in a CPO or 5 years in any one of the above-mentioned State-level outfits. Similarly, for promotion to the rank of IG, mandatory tenures of at least 5 years in a CPO or 7 years in one of the State-level outfits would be fixed. For promotion to the rank of ADGP, the period could be 7 years and 10 years, respectively. (Para 8.7.2)

(37) The advantages of this will be that officers will get to gain more rounded experience before attaining promotion to higher ranks, unhealthy clamour and politicking for one focal post after another will be at a discount, and also adequate number of officers will always be available for postings in CPOs as well as all the important units of the state police forces. (Para 8.7.3)

(38) The rules should be amended to authorize the Government of India to have the right to pick up any IPS officer for posting to a CPO, subject to existing tenure rules. (Para 8.7.4) (39) For the officers of State Police Services promoted to the IPS, at least one tenure of posting in a CPO, immediately after promotion, should be made mandatory. Their confirmation in the IPS should be made conditional to their joining a CPO within 12 months of the promotion. Exemption could be granted to those who are promoted after crossing the age of 50 years and are unwilling for central deputation, or those who are not found suitable by any of the CPOs for their situational needs for that time. The major advantage of this proposition would be that 50 to 60 officers promoted from SPS to IPS every year will become available for CPO postings at the level of SP.

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The prescribed period of deputation being 4 years, it will add up to a reservoir of more than 250 officers. Also, the rich experience gained by these officers during their deputation tenure will benefit the States, upon their return. It will help SPS officers too in acquiring a national perspective and pan-India outlook. (Para 8.7.5)

(40) Experience of working at the cutting-edge level of Commandants, enables officers to gain an invaluable insight and first-hand experience of the functioning of the CPF which would be useful in later years when they have to work in the organisation at senior levels of DIG, IG etc. There are quite a few young IPS officers who are not just willing but keen to work at Commandant level in CPFs but are unable to do so, at present. It would, therefore, be useful to earmark a small proportion (5 10%) of Commandants posts for IPS officers in the various CPFs, with a failing which clause added in the recruitment rules so that the posts do not have to remain vacant in a situation of non-availability of IPS officers at any point of time. 10.7 Policy Issues (41) Cadre review process for the IPS should be reverted to the principles originally enunciated in the IPS (cadre) Rules. If necessary, the rules and processes for the IPS cadre should be disaggregated from the rules and procedural framework for other services. (Para 9.2.3) (Para 8.7.6)

(42) There is need also to evolve and put in place appropriate norms for fixing the IPS cadre strength, duly aligning it with the volume and nature of crime as also other police work, and particularly with the total manpower strength of police, in the State. The work could be entrusted to a committee of police professionals and HR experts. (Para 9.2.4) (43) There should be a clear-cut Exit Policy formulated and put in place, for IPS officers, so that the cases of requests for premature retirements or resignations could be settled promptly, and vacancies so caused can be filled up without undue delay. (Para 9.3.2) (44) To solve the problem of perennial shortage of directly recruited IPS officers in some of the North-Eastern cadres, a special dispensation may be made to allot at least one vacancy in each NE State, every year, for successful candidates belonging to the State

58

concerned, irrespective of the availability of a vacancy in the insider quota, in the normal course, in the years recruitment. (Para 9.4.1)

(45) Another way to redress the situation would be to allow serving officers from other state cadres to opt for a cadre transfer to such of the NE States. Cadre transfers in such cases should be subject to the stipulated insider/outsider quota. (Para 9.4.2)

(46) With a view to ensuring that all the rules pertaining to IPS cadre management are followed in letter and spirit and scrupulously, at all times, by the State Governments, the Government of India may issue comprehensive and imaginative directions to the former, in the exercise of their powers vested under Article 256 of the Constitution. This will go a long way in not just obviating the problem of shortages of IPS offices in future but will benefit the internal security apparatus of the states in many other ways too. (Para 9.5.4)

(Kamal Kumar) IPS (Retd.)

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Annexure I

Extent of Vacancies in the Authorised Cadre Strength of IPS

(As per Civil List as on 01.01.2009)
S.No. Cadre Authorised Strength D.R. 1 2 3 4 5 6 7 8 9 Andhra Pradesh AGMU Assam/Meghalaya Bihar Chhattisgarh Gujarat Haryana Himachal Pradesh
Jammu & Kashmir

Actual in position D.R. 132 112 93 113 53 95 78 47 58 70 95 83 146 144 76 23 96 86 109 21 126 240 39 148 P.Q. Total D.R. 57 50 36 38 21 43 34 15 52 29 38 36 67 65 25 17 1 28 44 10 60 95 17 71 189 162 129 151 74 138 112 62 110 99 133 119 213 209 101 40 97 114 153 31 186 335 56 219 14 25 14 22 4 17 4 5 16 7 25 16 15 21 9 19 15 15 20 1 39 42 3 46 414

Vacancies P.Q. 6 9 10 20 3 6 1 8 9 4 14 7 3 6 11 1 47 15 11 .. 11 27 1 13 Total 20 34 24 42 7 23 5 13 25 11 39 23 18 27 20 20 62 30 31 1 50 69 4 59 657 (-) 100 243 557

P.Q. 63 59 46 58 24 49 35 23 61 33 52 43 70 71 36 18 48 43 55 10 71 122 18 84

Total 209 196 153 193 81 161 117 75 135 110 172 142 231 236 121 60 159 144 184 32 236 404 60 278

146 137 107 135 57 112 82 52 74 77 120 99 161 165 85 42 111 101 129 22 165 282 42 194

10 Jharkhand 11 Karnataka 12 Kerala 13 Madhya Pradesh 14 Maharashtra 15 Manipur-Tripura 16 Nagaland 17 Orissa 18 Punjab 19 Rajasthan 20 Sikkim 21 Tamilnadu 22 Uttar Pradesh 23 Uttarakhand 24 West Bengal

No. of IPS Probationers of 2008 batch Total 2697 1192 3889

100 2383 949

100 (-) 100 3332 314

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Annexure II

Summary of Recommendations of the Workshop held on May 22, 2009 at National Police Academy, Hyderabad
Issue I Most appropriate short-term solutions in view of the urgency demanded by the current internal security situation (i) Contractual appointment of qualified and suitable persons from the open market, for fixed periods, particularly for specialized, non-core policing jobs, such as financial management, information technology, communications, etc. Designations, such as Manager (Finance), Manager (IT) etc. may be assigned to such officers instead of SP (Finance), DIG (IT) etc., to avoid any confusion about ranks and titles

(ii) One time Special Recruitment of at least 200 IPS officers from the open market. (iii) One time Short Service Recruitment from the open market. (iv) Recall of police officers from non-core functions and posting them in mainstream police jobs. (v) DySPs and Additional SPs belonging to State Police Service who have good knowledge of policing, law and order work and also of laws, may be considered for the posts of SP, to tide over the immediate problem.

(vi) Extension of the retirement age of 62 years. Issue II Medium-term and long-term solutions to the problem (i) (ii) Given the magnitude of vacancies, looking for additional requirement avenues seems to be a desirable solution, in the short and medium term. Increase in the intake of IPS officers through Civil Services Examination by 25% for the next few years.

(iii) Limited Competitive Examination (LCE), with DySPs of the States and Group-A officers of CPOs as the catchment area. The examination should be conducted by UPSC so that the quality of induction is not compromised. A short, compressed training curriculum both at NPA and in the districts will have to be worked out. With one years experience as SDPOs, those inductees will be eligible and fit to man SP-level posts in the IPS. For a longer term, the catchment area could be enlarged to include policemen of all ranks in the States and CPOs, as recommended by the National Police Commission.

(iv) In the medium term absorb Additional Commandant and Commandant level officers of CPOs, who retire at the age of 57 years, into the IPS for manning the posts in Armed Police Units, fixing the sage limit for such induction as 61

Annexure II between 52 55 years. Due care will, however, have to be taken in selecting only meritorious officers. (v) The process of induction of SPS officers into IPS through Promotion Quota should be made much more speedy than at present.

Issue III Appropriate mechanisms for regular periodical assessment of manpower needs at leadership levels in the State/ CPOs (i) Forecasting of requirements of IPS officers for the States and CPOs should be based on established scientific methods.

(ii) Cadre review should take place once every two years, instead of 5 years as of now. There should also be a provision for an emergency review, in between, in special cases. (iii) A State-level Cadre Review Committee may be constituted in each State with Home Minister, Chief Secretary, Home Secretary, DGP, one HR Expert from a public / private sector organization, and one member from HR Academia, as members, to decide on the desirable cadre structure of IPS, once every two years, and to finalise proposals for cadre review to be sent to Government of India. (iv) Similarly, there may be a Central Cadre Review Committee with the Union Home Minister, Cabinet Secretary, Home Secretary, DIB, 2 Retired DGPs and one HR Expert as members, to take decisions on the Cadre Review proposals received from the States. (v) In respect of requirement of IPS Officers in CPOs, an assessment may be made every two years by a Committee comprising of the concerned CPO Chief, Special secretary (IS) and one HR Expert. (vi) The Assessment Reports should be reviewed and approved by a Committee with the Union Home Minister, Cabinet Secretary, Home Secretary, the concerned CPO Chief, and one HR Expert, as members. Issue IV Methodology to ensure equitable distribution of officers between States and CPOs (i) The exact number of posts in different CPOs that are required to be manned by IPS officers current as well as projected for the next 1 year should be worked out periodically, in a regular manner. Each CPO should be made to allocate its vacancies between States and it should be binding on those States to depute the required number of officers to such CPOs.

(ii)

(iii) Central deputation tenures should be made compulsory for all IPS officers and linked with promotional prospects for different ranks. (iv) This scheme will have to be carefully worked out by calculating the actual requirements of CPOs vis--vis the number of officers in the State Cadres requiring to undergo CPO postings as mandatory eligibility for their promotions to different ranks. 62

Annexure II (v) This provision should co-exist with an exit option; from central deputation to the officers after the initial two years of posting.

(vi) There should be a carrot and stick policy for central deputation of IPS officers. (vii) It should be made mandatory for SPS inductees to do a tenure of CPO posting, after induction into IPS but before their confirmation. (viii) There should be a weightage provided for a tenure of posting in a CPO to SPS inductees, as an incentive. (ix) The existing gap between the States and CPOs in promotional prospects of IPS officers to be bridged. (x) Liberalisation of the process of empanelment. (xi) Provide for a choice of place of posting to officers willing to join CPOs. (xii) The facilities enjoyed by officers in the States and in CPOs should, as far as possible, be at par with each other.

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Annexure III

Report on HR Issues relating to Project IPS Recruitment Plan 2009-2020

Prof. S. Ramnarayan, Indian School of Business, Hyderabad

As a part of our study, we decided to take up a review of the existing literature and available models of practices in other organizations to deal with situations similar to the one being faced by IPS recruitment. This section presents a short summary of the key points emerging from the literature review. The human resource management literature argues persuasively that questions relating to recruitment plan should be seen in the larger context of strategic staffing. Strategic staffing refers to preparing for future needs both people and skills by forecasting staff availability and competencies and determining the difference between supply and demand of personnel in the service. Despite all the complexities and uncertainties, we need to know how to have the right people, with right skills, in the right place, and at the right time to meet the larger objectives. Strategic Staffing Process: Strategic staffing is the process of identifying and addressing the staffing implications of changing organizational needs arising from new plans and strategies to cope with emerging challenges. It is necessary to discuss and appropriately decide on staffing whenever new plans are being considered. The literature largely deals with staffing issues at the level of individual organization/ unit. As were concerned in this assignment with aggregate level, we need to adapt the frameworks appropriately for our purpose. The literature suggests that staffing plans should be prepared at a unit level and their plans should be kept separate and distinct. The overall plans are useful wherever it is possible to identify and address staffing plans at a consolidated level. One way of creating a consolidated outlook or overview is to highlight the most critical staffing issues and summarize the strategies that address these issues. In other words, it is not a good idea to merely request unit heads to give future staffing needs in terms of headcount at different levels, combining these by rolling up to organizational level and then evolving staffing plans. Such staffing plans may take care of headcount, but not capabilities. In a dynamic scenario, value and validity of these plans requires periodic review and adjustment. There is general agreement on the steps involved in strategic staffing. Figure 1 presents the framework emerging from a literature source that has received wide acceptance. As we can see, this model presents the process of identifying and addressing the staffing implications of changes within and outside the organization.

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Annexure III

Figure 1: Steps in Strategic Staffing

Identify and prioritise longer term staffing issues and implications

Create a staffing model that specifically defines shortages and surpluses of talent including:
Defining the number and types or capabilities that will be needed in the futuretoimplementorganizationalplanseffectively

Identifyingthestaffingresourcesthatarecurrentlyavailable

Projectingthesupplyoftalentthatwillbeavailableinthefutureforwhich requriements have been defined considering retirements, planned movement,turnover,etc. Calculatingspecificdifferencesbetweenanticipateddemandandforecasted supply

Develop specific staffing strategies (long term, directional plans of action) that most effectively address critical staffing issues in the long run

Define and evaluate near term staffing alternatives within this strategic context, selecting and implementing those short term staffing actions (such as recruitment and internal placement) that best support the implementation of the staffing strategies

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Annexure III In Figure 2, we have yet another set of authors outlining the steps in staffing strategies. In this model, planning process for manpower begins with considering the organizational objectives and strategies. Then two sets of activities are taken up: 1. External assessments of personnel needs and 2. Internal assessments of supply sources Once these two sets of assessments are completed, forecasts are developed. Management then formulates staffing strategies and plans to address the imbalance, both short and long term. Figure 2: Steps in Staffing Another Model

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Annexure III Thus staffing strategies are the means used to anticipate and manage the supply of and demand for personnel. These staffing strategies provide overall direction for the ways in which personnel activities will be developed and managed. Finally, specific personnel plans are developed to provide more specific direction for management action. Progressive Approaches to Staffing Strategies: The literature suggests that implementing more pragmatic approaches to strategic staffing can yield the high quality results that organizations need and expect. We draw heavily on the work of Thomas Bechet who has interesting perspectives on the subject. It is considered important to begin the process by defining different objective as building a context for decision making rather than predicting the future. Thus the goal of staffing strategy in the longer term context may be considered as reaching a more effective short term staffing decision. This is a far more realistic objective for the process. Certain themes emerge as being more effective approaches to strategic staffing. In the following paragraphs, we have summarized the themes that are more relevant for this project. 1. While usually the focus is on organizations/ units and numbers, an argument is made that our focus should actually be on issues. This means that we should pay greater attention to critical staffing issues. For example, we should identify those areas that are absolutely critical to organizational effectiveness, and build a staffing strategy that focuses solely on positions. We should pay greater attention to those positions that are hard to fill. This would require a hard-nosed assessment of actual police jobs especially those that need to be manned by officers from the cadre. We may also create a strategy that is concentrated on jobs for which the organisation needs to tap new, non-traditional sources of key talent. In such areas, it may be possible to explore lateral selection with job equivalence rather than through placement of officer/s from the cadre. The examples might include: provisioning and logistics; wireless and communications; welfare; police housing, etc. The nontraditional sources could be private sector or even be tenure based / regular appointments from the army (short service commission). 2. Rather than creating a one-size-fits-all process that is applied uniformly everywhere, it would be better to adopt planning parameters appropriate for the issue being examined. A one-size-fits-all process is followed to bring consistency in approach. The planning parameters would include: planning horizon, model for staffing etc. For example, within the CPOs, requirements of different units should receive separate attention. The manpower planning is done at the DGP level should work with data analysis and insights emerging from a process of bottom-up planning. Different staffing issues need different kinds of attention. Certain staffing issues dont need any special attention. For example, if we have staff specialist positions (say, Information Technology) that can be filled relatively quickly and easily from relatively abundant external pools, it is rarely necessary to develop a longer term staffing strategy. On the other hand, special attention needs to be paid for staffing issues where

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Annexure III there is need for being especially proactive or greater time is needed to respond to staffing requirements. Which positions or situations need such special attention? One of these pertains to those roles/ situations where the organization needs to be proactive. These may be positions that are involved with direction-setting and strategy. For example, if an organization needs a certain type of graduates to apply (who are in relatively short supply and so more hard to find/ fill), then the organization may develop contacts and relationships with graduates most likely to succeed in the target roles well before they enter the job market. For example, to meet its staffing needs effectively, individual CPOs may consider change in its system of attracting the right candidates and then inducting them on a timely basis. This may require attention to processes all the way from notifying requirements and assignments to influencing the state governments to release people expeditiously. The second one is where the organization needs time to respond. Strategic perspective is needed when an organization determines that their staffing needs are best met in ways that require some advance preparation. If a future need is to be filled from within, what developmental needs must be addressed before such a move can be made? What plans for development should be created and implemented so that such moves will be realistic and successful? Long term staffing strategies are much less important for other positions. 3. During review processes, plans should be kept separate, not consolidated. We have briefly reviewed this point earlier. The process of consolidation squeezes out of the plan the very detail that is most useful and sometimes hides significant differences. For example, if we look at the overall shortages in IPS, the problem may not appear to be too serious. However, if certain CPO units or regions are separately examined, the picture would change dramatically. Staffing plans should address the areas where there are critical concerns. For example, if we consider certain specialized areas, certain innovative solutions may be feasible and so can be developed. 4. The implementation of staffing strategy should result in specific, implementable staffing plans (i.e. what will be done to address staffing shortages) not just development of standardized process, system or tool that can be used for gaining a clearer understanding of the needs themselves. For example, we may think of a strategic reserve to quickly respond to urgent, unanticipated requirements. 5. `Issues should be defined on an ongoing basis, thus avoiding the temptation of creating merely an event. Staffing implications should be defined whenever changes are being discussed or anticipated. For example, literature suggests that if the organization discusses and considers changes to its plans and strategies just once each year, then annual staffing process may be appropriate. On the other hand, if the organization discusses, considers and implements changes any time when major changes have occurred, then an annual process is not the right option. A discussion of the staffing implications of changes in organizational plans should be conducted each and every time change is discussed or anticipated. 6. The focus should be on planning and acting, not reporting. An old adage describes a significant difference between data and information. Data is just that facts, 68

Annexure III figures, numbers, and the like. Data that is used to make a decision is information. When it comes to staffing, we have to make sure that we provide managers with information, not data. If our reports provide decision makers with data that is simply nice to know or interesting, but doesnt directly influence decision making, it is better not to provide such data. For example, detailed information on employee movement might identify alternative paths that can be exploited to fill staffing shortages that the model has identified. 7. We should solve problems, not just build capability. The best deliverable of the strategic staffing process is not a tool, model or analysis. It is the solution to a staffing problem. In the literature, authors have argued that the process or the analysis should result in specific, actionable staffing plans (i.e. what will be done to done to address staffing shortages), not just gain a better understanding of the needs themselves. 8. While this is quite an obvious point, the point has also been made in the literature that organizations should do the most with the information they may have. Many organizations think that they lack sufficient data to support the development of a staffing strategy. When trying to define staffing requirements, for example, some organizations seem to think that staffing strategies must be based on perfect data a full set of accurate information that describes fairly precisely what each organizational unit is trying to accomplish. There is a mistaken assumption that when they obtain clear data, they will be able to define staffing requirements. The advice that emerges is that the organization should utilize the data that does exist, and work out staffing strategies at least for those parts of the organization that we feel sure of. There has been documentation of experience in the area of creation of staffing strategies when organizational systems lack perfect, complete information regarding strategies and plans. One approach that is recommended is that of fully solving part of the problem. While a system may not have complete information in all areas, it is quite likely that certain core areas are quite well understood. In these areas, staffing strategies and plans may be created utilizing the sufficient data that we have available. Scenario planning may also be used where there are uncertainties. Some organizations incorporate various scenarios into their strategic plans. Each scenario has different implications. Some organizations develop staffing requirements for the most likely scenarios and look for staffing requirements that are common to all (or at least most) of those scenarios. When organizational systems confront environments that pose very high levels of uncertainty, it may not be possible for even selecting specific scenarios to be implemented. In such a situation, organizations may discuss issues in what if sense. These what if discussions and analyses may address questions such as, what skills would be required, where may we find such skills, how might we select them, what may be the service conditions that we may apply, and so on. Such discussion can help develop staffing plans that are consistent with the trends and support the standards set. To sum up, anticipatory processes tend to be weak in most organizations. To address strategic staffing needs effectively, a culture of strategic thinking and bottom-up planning 69

Annexure III needs to be set up. There has to be consultative processes particularly at cutting-edge levels. Staffing challenges and requirements from the operating levels should receive consideration at the SDPO level and then at the SP level. These should be considered/ reviewed separately (and not in a consolidated fashion) at DIG, IG and DGP levels. As we have noted earlier, the process of consolidation in terms of merely numbers squeezes out the very detail that is most useful. A consolidated picture sans details tends to hide significant differences. Staffing Effectiveness and Efficiency: Another aspect that has received fair degree of attention in human resource management literature is the measurement of staffing effectiveness (doing the right job) and staffing efficiency (doing the job right). Efficiency measures largely address quantity aspect and effectiveness measures tend to address quality aspect. Bulk of the work on staffing efficiency (measures of time or speed, cost, numbers, etc.) would be of limited relevance to us in this project. Staffing effectiveness measures typically tend to focus on the size of staffing gap arrived at on the basis of a comparison between staffing needs (demand) and staff availability (supply). Studies recommend that the demand-supply gaps should be monitored on a periodic basis to align staffing processes to organizational plans. Psychometric Measurement and Recruitment Psychometric tests are designed to produce quantitative measurements of attributes or qualities such as ability and personality. Broadly they are a standardized set of questions that have been designed to measure some very specific aptitude, ability or personality characteristics. Usually they are divided into three groups: Aptitude and ability tests, Personality inventories and Interest inventories. Aptitude and ability tests include measurement of general mental ability and some specific occupational abilities such as verbal reasoning such as drawing inferences, recognizing assumptions and evaluating arguments; numerical reasoning; abstract reasoning, using diagrams rather than figures or words; etc. A recent development includes the use of Situational Judgment Tests. Here candidates are presented with work situations and asked to choose from various responses in much the same way as they might answer, verbally, a hypothetical question at an interview. Personality inventories reflect different models of human personality and behaviour. The California Psychological Personality Inventory (CPI), Fundamental Interpersonal Relations OrientationBehaviour (FIROB), Myers-Briggs Type Indicator (MBTI) and 16 Personality Factors (16PF) are some of the more well known personality instruments. For example, Big 5 personality dimensions include: Extroversion (degree to which we want to be around people); Stability (extent of problems an individual has in coping with everyday situations); Openness (preference for working with ideas and devise new or creative approaches to problems); Independence (desire to get things done or make things happen); and Conscientiousness or self-control (conformance to group standards of behaviour and regulation of own impulses).

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Annexure III Interest inventories are designed to help people understand their professional or occupational preferences. Instruments within this category are primarily used within career guidance and counselling contexts and it is unusual to find them used in selection. The literature deals with the subject of the value of psychometrics as a part of the assessment of a candidate. Criterion validity is considered one of the key factors in choosing a particular selection method. Criterion validity asks whether the inferences we make from a selection method are justified. Ability tests generally have been found to have good validity and, if matched to the appropriate competence, are good predictors of performance. There is one note of caution that needs to be underlined. The fit between a test and a particular competence is, at best, an intuitive guess. Often there is not a 100 per cent fit between the skill assessed in a test and the competence as defined. The only way to be sure that a test is a good predictor of job performance is to carry out a criterion validity study. Whilst evidence is mixed, personality inventories generally show poor criterion validity. When results from studies are combined, in what is known as a meta-analysis, only self-control/conscientiousness seems to be associated with aspects of job performance. However, it is relatively rare for there to be a statistically significant correlation between high performers in a particular job and a particular personality profile. On reflection these results are not terribly surprising. Personality inventories are designed to measure personality rather than role effectiveness. There are many influences on behaviour in addition to personality. We would not expect a thermometer, excellent though it is at measuring temperature, to accurately measure pulse rates! Personality profiles are based on self-ratings which, in addition, raise the fundamental question of the degree to which each of us can be really said to be aware of our personality. Do personality profiles have any role to play in selection and development? Research seems to suggest that as long as they are used properly, ethically and with appropriate caution, these can highlight areas of concern, possibly to be probed in an interview, or as secondary sources of information to support other methods with stronger criterion validity such as ability tests. The only sure way to know if a personality instrument adds value to your specific selection process is, as for ability tests, to conduct a criterion validity study. In simple terms this involves finding out if the personality profiles of high performers in a particular role are statistically different from those of low performers. This requires research that can be both time-consuming and costly. Faking is obviously not an issue in ability tests that have right and wrong answers. However, personality inventories do not have correct answers. If a candidate is appearing for selection to the IPS, they would respond positively, for example to the question on ability to work under pressure. That adds another practical difficulty of using personality tests for selection decisions. The Second Administrative Reforms Commission Report on Refurbishing Personnel Administration Scaling New Heights deals with recruitment issues in considerable detail in Chapter 5. The ideas discussed in that report on UPSC selection system are not repeated here.

71

Annexure III Competency Based Selection Competencies are a combination of observable and measurable attributes that are causally related to enhanced employee performance and organizational success. They are a combination of: Knowledge - information used on the job; Skill - proficiency acquired through practice; Ability - capacity to acquire skill and knowledge; Personality/ Work Style preferred style of behaving; and Motive - recurrent thoughts that drive behavior. Knowledge and skills are relatively easier to impact. While these are necessary for top performance, they are not sufficient to guarantee it. Work styles and motivation that predict longer-term success are far more difficult to impact. Competency model is a tool that identifies the knowledge, skills, and attributes that would enable a person to be a successful high performer in a given role. Defining competencies provides one with a roadmap that will not only allow one to make better selections, but that can provide multiple benefits for an organization. If time is taken to properly define this roadmap, selection interviews can use it to make consistent, high quality decisions about the people who join the IPS. Suggested steps to build a competency model Step 1: Gather information. It is very important to gather information and understand what makes an IPS officer succeed in certain critical cutting edge positions. It would be a good idea to list top 10- 15 competencies that we commonly see in high performing individuals. One can also form a focus group to brainstorm about what it takes to be successful in their role. Step 2: Analyze the data. We begin to put the comments into groups and look for patterns. If the issue of empathy, getting quickly to the heart of the problem or working under pressure keeps coming up, we should make note of how often it was mentioned. Step 3: Further define the competencies. Then we take the list that we've developed and further define the competency. For example, if "leadership" was a competency that we have identified, how would you define leadership for an IPS officer? Develop a couple of sentences that would define it for our given context. A quick way to do this is to form another focus group and ask, "How would we describe leadership for IPS?" It's important that they describe it in their own terms. If they say things like, "Walking the talk", or "The person works well with all walks of life, from the own team to community groups to political executives ", then we have begun the process of capturing that definition. Step 4: Define levels of proficiency for each competency. Each role is different and would require a set of different competencies to be exhibited at different levels. Short statement should be developed to describe the behavior at each level of proficiency and provide the user a menu of choice. Step 5: Test the tool. Then we show the competency model to people in the organization that understand the role one is evaluating and ask for their input. Use their input to further define or modify the model.

72

Annexure III Interview Techniques Interview techniques broadly fit into the following categories: Fact Finding; Hypothetical/ Situation Based; Theoretical; Stress; or Behavioral Event/Experience Based. Typical interview questions in fact finding interview would include: What? When? How much? What result? The interview can elicit details about the task requirements of their job(s), and their self-report of their measured performance. But these interviews dont yield how they did or do their job; a sense of their actual behavioral components. In the hypothetical/ situation based interview, typical interview questions would include: What would you do if? How would you handle? Typically what we get are the persons best guess of what you want to hear. But you dont get a sense of how they really handle the pressures and complexity of the situation(s) that we are posing. In the theoretical interview, the questions tend to be typically Tell me about yourselfWhere would you like to be in five years? Most of the time, we tend to get a sense of the persons self concept, and the best foot forward answers, but not insights into the performance of the person on the job; behavior behind performance. In a stress interview, the questions may include: Why should I hire you? What makes you think you can handle a difficult sales environment like this one when you are coming from such an easy selling situation? The interviewers tend to get a flustered, defensive or angry reaction; sometimes a sense of the persons self confidence. But if we are expecting a well-rounded sense of the persons strengths; a desire on the part of the person to work for IPS, then we would be disappointed. A behavioral event/ experience based interview typically asks questions such as What was the situation? Who was there? What did you do/think/feel/say? What was the outcome? What we tend to get detailed examples of the persons actual on the job behavior and personal contribution to outcomes; a good sense of his or her current proficiency on critical competencies for this job. But what we dont get are false accounts or statements that fool us into believing that different competencies are actually used. The following are the characteristics of Behavioral Events Interview are: Looks for evidence of those competencies in the job model Focuses on past events Follows the rules of competency evidence Uses targeted probes to dig for competency evidence Competency Based Behavioral Interviewing (CBBI) The questions asked during CBBI are based on real situations that relate to the competencies for the position. Candidates, then, are evaluated based on actual behaviors/performance rather than on possible or potential behaviors/performance. As a result, the information gathered from the candidate is significantly more predictive of what their behavior and performance is likely to be in the position for which they are interviewing than what one finds with other interviewing styles. They have several advantages: 73

Annexure III

1. First of all, CBBI is more valid than traditional interviews. Research shows that it is three to five times more accurate at predicting a person's potential than traditional interviews. With the high cost of hiring (or replacing an employee terminated for a "bad fit"), that can lead to substantial cost savings. 2. Second, because CBBIs focus on actual past behaviorbehavior that the candidate is highly likely to repeatyou are more apt to get a real-life view of how the candidate will actually perform on the job. 3. Third, because it is a structured process, it helps interviewers stay on track and minimizes the possibility that the interviewer will ask either planned or spontaneous illegal or inappropriate questions. 4. Fourth, when it is done properly, it provides the company with defensible interview process. Because competency based behavioral interviews are structured and objective, they tend to be more defensible than other types of interviews. Broad Recommendations This section on recommendations draws heavily on a presentation made by Prof. TV Rao on competency based recruitment and other HR systems to the second Administrative Reforms Commission which put together its recommendation in the form of a chapter on Refurbishing of Personnel Administration Scaling New Heights. As the report deals with recruitment challenges, we decided to quote from the ideas put forward by Prof. TV Rao on competency based recruitment. As we have seen earlier, a primary recruitment and placement challenge is to put the right person in the right place. This raises issues of competence, commitment and outcomes: The quality of public servants is the prime determinant of the output and outcomes of administration. Appropriate recruitment procedures are critical for ensuring competence and delivery of services. The activities of organizations can be carried out efficiently and outcomes achieved effectively only if these organizations are staffed by competent people, and the tasks are supervised and managed by competent people. They also need right kind of leadership to lead and ensure that the actions are carried out with intended consequences. Thus competency based management becomes and imperative. The exercise should begin with listing out the activities and also listing out the competencies required to effectively carry out the activities required to be performed at the SP level. The competencies required to perform, manage and provide leadership in these activities should be first identified. If the recruitment to higher level positions in the IPS has to be based on evidence of such competencies, the process should begin at the recruitment stage. Complexity of outcomes and outputs in IPS functioning makes it all the more necessary to have a well defined list of activities and competencies. Competency based

74

Annexure III placement is the only way to ensure that most suitable persons are selected. Key competencies required for civil services have been classified under the following heads: Functional Competencies / Technical Competencies (These are largely the knowledge and skills required to manage operations as well as formulate and implement policies for the respective department) Managerial and execution competencies: These are the managerial and administrative competencies required to mange or execute the various tasks and activities and ensure good performance. These may include project management, finance, social marketing, economic Analysis, MIS, operations management, coordination, resource mobilization, resource allocation, monitoring, people management skills etc. Leadership Competencies -besides ability to take proactive action, entrepreneurial skills, leadership and change management skills, risk taking and decision making skills. People management skills Human relations competencies. These may include team work, public relations, interpersonal relations, creativity and creative problem solving abilities Conceptual competencies required to think big, think ahead, visualize the impact of policies ( long term and short term ) on the different stakeholders

A detailed and scientific study conducted with some external help would be able to help evolve the list of competencies to be tested for IPS candidates. It is recommended that competency mapping for IPS entry level should preferably be internally developed by inhouse teams with outside technical expertise on competency mapping process. On the basis of his inquiry, Prof. TV Rao has recommended that general competencies should be necessary for first level entry into civil service. In his view, this could be done by usual testing of language, mathematics, management, public administration, general knowledge and general intelligence, management aptitude, human relations and public management skills etc. Competency based testing should be done subsequently. Broad Steps for Competency based Recruitment 1. Start with competency list derived from Competency mapping 2. Use them to develop interview schedules 3. Use them to search for appropriate psychometric tests and other assessment tools. Look for role based competencies at the time of recruitment. 4. Brief and train the interviewers and all other officials participating in recruitment to be familiar with the competency models and use them in recruitment.

75

Annexure III Change Management Challenges There are some significant changes being proposed in this report. For example, it has been proposed that we increase the batch size of IPS probationers from the present 100 to 130. When a larger number of probationers are recruited, the training system would need to be updated and more importantly, expectations of promotions may have to be different. Another change that has been proposed is one of inducting individuals who have worked in subordinate ranks to join IPS through limited competitive examination. With the proposed introduction of a new, additional stream of direct recruitment, we are proposing that to fill up the large number of vacancies. It is expected that a few hundred officers should be inducted from amongst directly-recruited Deputy Superintendents of Police with a minimum of 5 years of service and below the age of 45 years, through a Limited Competitive Examination to be conducted by UPSC. This would be a new, additional stream of recruitment which will run parallel to the regular system of recruitment through UPSCs annual Civil Services Examination. This will bring into the IPS, officers who have already been in the organisation in junior positions for at least 5 years some of them even with 15-20 years of past service. When a group of individuals join the ranks with a different background, there has to be change of mindset at different levels. Individuals chosen for IPS will jump the queue and so individuals who may have been their superiors or colleagues in the past will become their subordinates. In other words, for the erstwhile non-IPS colleagues and seniors of the new inductee, the transition challenges could be significant as indicated below: How to deal with an erstwhile colleague who has suddenly jumped up to a higher level of organizational hierarchy? How to re-adjust inter-personal equations with him? How to deal with the situation of his becoming your direct boss tomorrow? The existing IPS fraternity must also accept the new entrants into their ranks. Thus for other IPS Officers already in the Service, the change would include: Accepting someone who they are used to treating as a junior all this while, as a peer now Even for the regular inductees into the IPS through UPSCs annual Civil Services Examination, there would be important change management challenges: How to ensure that they would integrate well with those recruited through the Limited Competitive Examination from amongst DSPs, and not look down upon them? Induction of more than 1000 officers in a matter of just 4-5 years is bound to slow down the career progression prospects of these officers, particularly at the higher, narrower levels of the organizational pyramid (ranks of DIG, IG & DGP). Comparison with officers of earlier batches who have had a steady and more rapid career growth, may occasion demoralization. How to deal with this issue? 76

Annexure III Most important of all, the new entrants themselves have to go through personal transition and learn to accept their new positions. For the inductee, the transition challenges would be as follows: How to adjust with the new senior position in the same organization, in the midst of erstwhile colleagues and particularly those who were his seniors but would now become his juniors? How to cope with new position and responsibilities without getting affected by the past baggage? How to achieve the desired change in perspectives in viewing and dealing with the same professional issues and problems, in the new position? How to attain the desired attitudinal changes? Unless such change management challenges are effectively handled, changes can run into execution problems. Proposed change in the system of selection for Promotion Quota posts would be another change to be managed. Specific transition challenges would include the following: Eligible officers are, right now, used to a routine, ACR-based system of selection which generally lacks in any common benchmarking standards. Since performance appraisal in ACRs is often quite subjective, practical experience shows that, by and large, everyone, except those tainted, are able to make the grade, as per seniority. The proposed system envisages the selection to be based on a written test, followed by an interview and tests for physical and medical fitness of officers. This will throw up situations of a junior officer making the grade and many seniors being left behind. How to enable all concerned to cope with the change? How to sell the idea of change in the selection system to the existing lot of officers who have been waiting for long for their turn in seniority, for promotion, and would be apprehensive about their prospects in the proposed system of selection? The new system is also likely to create situations of many juniors getting their promotion well ahead of their seniors. How to enable all concerned to cope with this change? Tackling major challenges requires bringing about changes in people's values, beliefs, habits and ways of working. In short, this is about changing the way in which people think and act. A key challenge of change management is to ensure that we visualize and consider the factors that can bring about mindset changes and clarify the direction in terms of specific sub-goals and tasks. People should be able to visualize both the larger picture and their assigned tasks. Next, change leaders should learn not to view the process from a limited perspective of education and exhortation. They need to understand and appreciate the process elements of change. For example, this would, involve the following: building supportive coalitions; 77

Annexure III evaluating the interests of people whose support is needed; altering people's incentives for change; framing and crafting the message in a way that evokes support; instituting a process that is open, transparent and inclusive; consulting as widely as possible before making a decision; attending to the timing issue; and sustaining the momentum as mobilizing is not a onetime activity. Thus building support for the change requires a blend of logic, emotions and values. Another important change challenge is to facilitate modification of mindsets by attending to four requirements: exposing people to alternative perspectives; enabling people from different functions to work together; identifying and removing roadblocks to modifying existing ways of doing things; and creating new routines to focus the organizations attention on change. Thus roles, responsibilities, systems and procedures may have to be appropriately modified. Finally we must appreciate that the subjective world and mindsets of organizational members determine what they see and how they would think and act. Change leaders should be able to foster a positive belief in people that they can face the challenges of change and overcome them. This requires leaders to enhance the aspirations of people to face challenging tasks. They create positive role models for others to emulate; design incentives that induce people to set high goals for themselves; ensure that there are support mechanisms to help people achieve their stretch goals; and promote learning as a desirable goal in the organization. Progressive organizations manage change by getting the change leaders together to discuss the following issues and find appropriate ways to respond to each of the following steps in the change management process. Helping others see the need for change and the importance of acting immediately How do we communicate the problem clearly to key individuals and groups? Have we clarified to everyone why change is needed? Have we helped them see the need for change and the importance of acting immediately? What are the behaviours and attitudes that keep people from acknowledging or addressing the problem? If we check today, what percentage of people (including people at senior levels) will agree that without change we are likely to face a major problem? Is this number high enough? Making sure there is a powerful group guiding the change one with leadership skills, bias for action, credibility, communication ability, authority, analytical skills Have we assembled in different subunits a guiding team of individuals with right mix of talents (leadership, communication & analytical skills, bias for action, credibility and authority) to manage change in their sphere of work? Does our guiding team concern itself with big picture or is it preoccupied with trying to micro manage issues? 78

Annexure III Clarifying how the future would be different from the past, and how we can make that future a reality Do we have a simple enough message for our change strategy to be understood and remembered? Can we draw sensible and appealing picture of what our future will look like? Is our change strategy a set of simple enough logical steps of how this future can be created for it be understood and remembered by our people? Making sure as many others as possible understand and accept our change strategy and approach How do we communicate to our people that our change strategy is consistent with identity and larger values of IPS? Do we have inspiring story or stories that capture the essence of what we seek to do? How do we ensure that our communication is not ignored? Do we have sufficient people believing that the change idea has merit? Is it high enough? Removing as many barriers as possible so that those who want to make the change a reality can do so What are the obstacles that suck confidence and draw attention away from change strategy? What are some of the old processes/ work methods etc. that are coming in the way? How can we get more people involved? Creating some clear & visible successes as soon as possible Have we planned a few visible and not too demanding change projects to win? Do we have enough bandwidth to be able to win those? Have we communicated that everyone can win? Have we thought of publicly recognizing the individuals who have contributed to change? Persisting after initial successes and following through until the change becomes a reality What are some of the meetings and other work routines that are no longer relevant and can be eliminated to avoid tiring ourselves out along the way? What are some of the ways in which we are ensuring that urgency is not allowed to sag? What else can we do to keep up our momentum? Holding on to the new ways of behaving, and make sure they succeed, until they become the very culture of the unit

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Annexure III

How do we ensure that some of our best people continue to pay attention to change issues? How do we orient our managers to the new approach? How do we institutionalize the new culture in our management teams so that everyone drives change in the right areas and makes them stick? For effectively addressing the change management issues, it is necessary to first carry out a diagnostic exercise to check what the reactions are to change, and what can be done to overcome possible resistance to change. Bringing about change can be really hard, and the effective leadership of change demands time and attention to nuance. It is not uncommon to find out that otherwise fine change management strategies may falter because the leaders and their consultants adhered to the book too rigidly. They missed the cues that something different was needed. For effectively bringing about these changes, a change management team may be constituted of carefully chosen individuals committed to change. An outside expert can be coopted as a member of this team. This team can first decide how the change should be executed and then do what is necessary to implement the change successfully.

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Annexure IV

List of posts being operated under 'State Deputation Reserve' (including 'Ex-cadre/'Non-cadre' posts) in different States
Date of creation / present posting* S.No Date of creation / present posting*

S.No

Particulars of post 1. Andhra Pradesh

Particulars of post

1 2 3 4 5 6 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

ADGP, Welfare Commr., P, S&S Purchase ADGP, Organisation ADGP, Coordination ADGP, Sports IGP, Organisation IGP, Recruitment DG - ACB DG, V&E, GA (V&E) Dept. IGP (Task Force), (V&E) DIG, V&E, GA (V&E) Dept. Addl. Director, ACB SP, V&E, Rajahmundry RV & EO, Visakhapatnam IGP - CID IGP, CI Cell ADG, Home Guards Addl. CP, Coordination, Hyd Addl. CP, Crimes, Hyd. Jt. CP, Administration Jt. CP (Sec. & Coord.), Hyd DCP, Crimes, Cyberabad DCP, Security DCP, International Airport, Hyd DGP, APSP Bns. DIG, Marine Police, Visag Comdt., IR Bn.* Comdt., IR Bn.* 2. AGMUT Arunachal Pradesh AIG, Establishment AIG, Administration Comdt. Bn. Comdt. Bn. Comdt. IR Bn. Comdt. IR Bn. Goa

12.03.2003 02.04.1983 19.03.2002 19.03.2002 14.10.2008 14.02.1989 24.07.1992 02.01.1961 05.06.1986 14.05.2008 08.03.2004 10.02.1999 01.12.1985 21.08.2002 02.11.2003 19.03.2002 06.05.1993 25.05.2001 08.07.2008 26.03.2003 04.02.2004 02.03.2008 24.04.1979 30.12.2006

30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57

Comdt., IR Bn.* Comdt., IR Bn.* Comdt., IR Bn.* ADGP, OCTOPUS IGP, OCTOPUS 31.10.2007 DIGP, OCTOPUS 01.01.2008 SP, OCTOPUS DGP, SPF 27.03.1991 ADGP, Training 03.09.2007 Addl. Director, APPA 14.05.2008 Jt. Director, APPA 26.03.1991 Jt. Director, APPA DIG, Training Principal, PTC, Warangal Principal, PTC, Vizianagaram IGP, Guntur Range ADGP, Railways 24.11.1978 DIGP, Railways, Secbad 07.11.1994 Chairman, Road Safety Authority ADG/Controller, Legal Metro. 06.11.1976 DG&IG Prisons & Cor. Serv. 11.02.1955 DG, Drugs & Copy Rights 29.08.1996 OSD, AP Bhawan 08.07.2008 Spl. Secy. IT & C Dept. 18.04.1980 Member, Commnte. of Inquiries Spl. Secy., Home Dept. 15.10.2001 Addl. Secy. To CM 27.10.2004 Dir., Proh. & Excise 19.03.2002

1 2 3 4 5 6

7 8 9 10 11 12

Comdt. IR Bn. SP, Anjaw SP, Crime SP, Security SP, Special Branch Principal, PTC

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Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 1 2 3 4 5

Particulars of post

Particulars of post

DIG, CID Intelligence SP, CID SP, Training SP ACB Comdt. IR Bn. Mizoram SP, CID, SB SP, CID, Crime SP, Security SP, ACB AIGP-1 AIGP-II Principal, PTC Delhi Spl. CP, P&I and DPRU* Spl. CP, Welfare* Jt. CP, Hqrs. Jt. CP,PHQ Jt. CP, Recruitment Addl. CP, L&B Addl. CP, Licensing Addl. CP, Recruitment DCP, HQ (III) DCP, DE Cell Jt. CP, Special Cell (SB) DCP, Sec. (PM) DCP, Security DCP, Security DCP, Security DCP, Special Cell (SB) DCP, Supreme Court Security Addl. DCP, Security (PM) Addl. CP, RP Bhawan DCP/Addl. DCP, RP Bhawan DCP/Addl. DCP, RP Bhawan DCP/Addl. DCP, RP Bhawan DCP, Addl. DCP, RP Bhawan DCP/Addl. DCP, RP Bhawan DCP, Special Branch DCP, Vigilance Spl. CP, A.P.*

30.09.2003 1990-2005 1976 04.12.2002 30.03.2007

6 7 8 9

SP Hqrs. SP, Traffic SP ANC Dy.CG, HG

1984 1989 1981

1 2 3 4 5 6 7

1972 1976 1992 1981 1975 1975 1982

8 9 10 11 12 13

CO, 1st Bn, MAP CO, 2nd Bn. MAP CO, 3RD Bn. MAP Director, ACB Director, Fire Service DIG, Southern Range

1972 1987 1994 2009 2008 2008

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

20.09.2008 27.01.2009 16.10.2001 08.06.2009 22.09.2008 01.11.2007 21.01.2008 22.12.2008 16.07.1990 09.04.2006 24.06.2004 05.01.1987 24.09.1981 24.09.1981 24.09.1981 12.09.1988 05.11.1993 05.01.1987 26.06.1987 12.04.2001 12.04.2001 12.04.2001 12.04.2001 12.04.2001 04.08.1980 20.08.1964 30.09.2009

30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51-53 54-58

Addl. DCP - XI Bn. Addl. DCP - XII Bn Addl. DCP - XIII Bn Addl. DCP - XIV Bn. Addl. DCP - XV Bn. VP, PTC, Wazirabad & DCP Rec. Addl. DCP, Traffic (PM) Addl. DCP, Traffic DCP/Addl. DCP, Traffic Addl. CP, East District Addl. CP, New Delhi District DCP, South East DCP, Outer Spl. CP, Commonwealth Games* Jt. CP, Commonwealth Games DG (Prisons) Addl. DG, Home Guards IG, Disaster Management, HG C.V.O., M.C.D. Dy. Director, Civil Defence & HG DCP, Anti-Corruption Branch DCP, 8th, 9th & 10th Bns. IR Bns. (5)

13.12.2004 13.12.2004 21.02.2005 22.03.2006 22.03.2006 05.03.2009 05.11.1987 28.05.1996 03.09.2007 31.08.2009 31.08.2009 18.11.2008 18.11.2008 29.07.2009 05.04.2006

24.09.1981 21.02.2005

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Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No

Particulars of post

Particulars of post

28 Spl. CP, Anti-Riot Cell* 29 DCP - 1st Bn. DAP Other UTs A&N Islands SP, Anti-corruption SP, HQ & CID Chandigarh SP, deputed from Punjab SP, deputed from Haryana Comdt., IR Bn. Puducherry SSP, Puducherry SSP, Karaikal Comdt., IR Bn. 3. Assam DG, CD & CG HG (DGP) DGP (V&AC) Director, SFSO (DGP) DGP (Border), Assam ADGP (CID) ADGP (L&O) ADGP (OSD) IGP (OSD) IGP (V&AC) IGP, BTAD KJR IGP, Special Operation Unit IGP, STF Director, Prosecution (IGP) DIG, SB DIG, Security DIG, CR, Diphu SP, Bongaigaon SP, Baksa SP, Chirang SP, Hamren Meghalaya DG, CD & HG Comdt. Gen. HG & CD

24.09.2009 21.06.1976

1 2

3 4

Commandant IRB SP, North & Middle Andaman

1 2 3

1 2 3

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

24.04.1988 22.05.2008 22.05.2008 09.08.1999 09.08.1999 01.12.2006 26.03.1982 09.06.2006 11.06.2004 15.09.2007 09.04.2008 05.05.1992 19.09.1987 03.12.2004 03.03.2008 07.06.2004 07.06.2004 24.01.2008

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39

SP, Hailakkandi SP, Morigaon SP, Udalguri AIGP, Re-organisation SP, CID SP, SB (General) SP (V&AC-II) Comdt. 15th AP (IR) Comdt. 16th AP (IR) Comdt. 19th AP (IR) Comdt. 20th AP (IR) Comdt. 21st AP (IR) Comdt. 22nd AP (IR) Comdt. 23rd AP (IR) Comdt. 24th AP (IR) Comdt. 1st APTF Bn. Comdt. 2nd APTF Bn. Comdt. Commando Bn. Addl. SP (HQ)

30.03.1998 03.03.1998 09.12.2004 03.03.1998 03.03.1998 03.03.1998 03.03.1998

03.03.1998 03.03.1998 03.03.1988

1 2

25.11.2005 05.09.2001

7 8

IGP (SB) IGP (PHQ)

22.07.1992 13.02.2009

83

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 3 4 5 6

Particulars of post

Particulars of post

ADGP (L&O) ADGP (R/PR) IGP (Training) IGP (R/PR) 4. Bihar CMD Bihar Police Bldg. Con ADG Training ADG, Law and Order ADG Tech. Services & Com. Director, B.P.A. ADG, Modernisation ADG, Railways ADG, SCRB IG, Provisioning & Budget DIG, Cooperative Cell, CID SP (B), Special Branch CO BMP 11, Jamui CO BMP 12 Saharsa CO BMP 16, Patna CO BMP 9, Jamalpur SP, Co-operative Cell, CID CO BMP 13, Darbhanga AIG, Wireless AD, Bihar Police Academy SP (D), CID, Anti Dacoity CO, BMP 10, Patna SP, Railways, Jamalpur SP, Traffic, Patna Civil Defence Commr. (DG) DG (Vig) Bihar State Elec. B DG, Bihar Bhavan, New Delhi Dir. Bihar State Sports Author CVO, Bihar State Coop. Mark Spl. Secy. Home (Spl) Dept IG, State Human Rights Com 5. Chattisgarh ADG, CID, PHQ ADG CAF/Trg, PHQ IGP Admn. PHQ IGP P&P, PHQ IGP, Durg Range

12.08.2005 12.08.2005 30.05.1996 01.01.1994

9 AIG (Admn.) 10 SP (Reoroganisation) 11 ADG, Prisons

06.07.2005 10.02.2009 16.07.2007

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

18.10.1996 01.12.1992 22.11.2006 08.04.2008 01.09.2008 21.06.2000 05.08.2008 08.04.2008 09.04.2008 29.07.2008 24.04.1992 20.12.2005 06.10.2003 1983 09.08.1964 16.05.1997 14.12.1971 16.10.1990 23.09.2008 26.03.1991 01.08.1989 24.01.1982 28.04.1990 27.10.2007 09.04.2008 09.12.2008 06.03.1991 01.12.2006 11.09.1989 26.11.2008

31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59

IG, Spl. Vigilance Unit CVO, Bihar State Coop Bank ADC to Governor AIG, Inspection SP, STF Comdt., Home Guards (SP) Comdt., Home Guards (SP) IG, Vigilance Inves. Bureau SP, Vigilance SP, Vigilance SP, Special Branch SP, Security, SB SP, Weaker Sections, CID SP, Food Cell, CID Comdt. BMP 4th Bn. Comdt. BMP 1st Bn. Patna Comdt. BMP, 3rd Bm. Gaya Comdt. BMP 14th Bn. Patna AD (Trg.), BPA Principal, CTS, Nathnagar S.O. to Zonal IG, Patna S.O. to Zonal IG, Muzaffarpur S.O. to Zonal IG Darbhanga S.O. to Zonal IG Bhagalpur Dy. Dir., B.P.A. (DIG) SP, City Patna East SP, City Patna West SP, Traffic AIG, Railways Patna

09.09.2006 26.10.2007 18.12.1990

1 2 3 4 5

12.03.2001 27.11.2000 10.04.2008 27.01.2009 14.01.2009

13 14 15 16 17

AIG, Accounts AIG, Planning AIG, Admn. AIG, Nomination & Selection SP, STF

00.01.2001 10.04.2004 01.11.2001 10.04.2004 23.10.2007

84

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 6 7 8 9 10 11 12

Particulars of post

Particulars of post

IGP, Sarguja Range DIG, Rail / Traffic, PHQ DIG Dantewara Range DIG, CAF Bilaspur DIG SIB, PHQ Raipur AIG, CID, PHQ AIG, Telecom 6. Gujarat ADGP, SC/ST & Weaker Section IGP, Law & Order* IGP (Enqurieis)* IGP, SCRB/Computer Centre SP, Operation SP, M.T. SP, Wireless Jt. Director, CDO Jt. Director, ACB IG - Security DIG (Intelligence) SP, Intelligence SP, Intelligence SP, Intelligence SP, VIP Security IGP, CID (Crime)* DIG, CID (Crime) DIG, Women Cell DIG, SCRB SP, CID (Crime) Jt. CP, Sector-II Jt. CP, HQ, Ahmedabad* Jt. CP, Sector-I, Ahmedabad Jt. CP, Traffic, Ahmedabad DCP, Control Room, Ahmedabad DCP, Crime, Ahmedabad DCP, Traffic, Ahmedabad Jt. CP (Admn.), Vadodara DCP, Crime, Vadodara Commr. of Police, Surat* Jt. CP, Surat 7. Harayana IGP Haryana Armed Police

15.08.2001 05.02.2007 25.09.2006 23.06.2007 14.08.2008 00..11.2001 16.08.2005

18 19 20 21 22 23

SP, SIB Addl. SP., Gorela SP, Ops, Gariyaband SP, Railways SP, Surajpur SP, STF-II

01.11.2001 04.01.2002 25.05.2009

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62

DCP, Crime, Surat Commr. of Police, Rajkot* IG - Armed Unit DIG, Armed Unit Comdt., Gr.I, Vadodara Comdt. Gr. II, Ahmedabad Comdt. Gr. V, Ahmedabad Comdt. Gr. VIII, Gondal Comdt. Gr. XII, Gandhingar Comdt. Gr. XIII, Rajkot Comdt. SRPF, ONGC, Mehsana Principal, PTS, Vadodara* Jt. Director, SPA ADGP, Surat Range* ADGP, Vadodra Range* DIG, Gandhinagar Range** DIG, Junagadh Range** DIG, Rajkot Range** DIG, Ahmedabad Range SP, Tapi IGP, Railways* IG, Prisons MD, GPHC, Gandhinagae ADGP, HR Commission Secretary, Home Deptt. IGP (Prisons) Ahmedabad* Executive Dir., GPHC Director, CVO GUVNL, Vadodara Executive Dir. (Vig), GSRTC* ADC to Governor SP, Central Prison, Ahmedabad

21.05.1985

20 SP, Crime-II

15.06.2006

85

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Particulars of post

Particulars of post

DG, OSD, Rules MD HP Housing Corpn. SP, Security-II SP, Ops., Hisar IGP, Combined Trg. Institute AIG, Traffic IGP, Finger Print Bureau IGP, Centre for Police Trg. Comdt. 2nd IRB ADG Human Rights & Litig. IGP, State Vig. Bureau ADG, SCRB ADG, Police Reforms Jt. Dir., Police Academy DIG, CM's Flying Squad SP, DGP's Flying Squad Comdt. Gen. HG & CD IG, Personnel 8. Himachal Pradesh DGP / AP&T ADGP, Law & Order ADGP, R&T ADGP, Home Guards IGP, R&T AIG, R&T DIG, Police Rules 9. Jammu & Kashmir OSD (Prl. Res. Commr.'s Off.) Transport Commr. J&K Vigilance Commr., J&K IGP Pers/Training, PHQ IGP, Vigilance, J&K IGP Telecom/FSL J&K IG, Railways DIG, SSG (upgraded as IG) DIG Railways DIG Udr/Reasi Range DIG, Vigilance DIG SKR Anantnag DIG Traffic, Kashmir DIG, IR-Jammu

01.09.1986 18.10.1989 13.10.1995 09.02.1998 05.03.1999 10.03.2000 31.10.2001 04.01.2002 06.11.2002 13.04.2005 11.08.2005 21.10.2005 21.10.2005 21.10.2005 21.10.2005 21.10.2005 21.04.2006 01.03.2006

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38

Comdt. 3rd IRB IG, Telecommunication IG, Modernisation

IGP, Railways & Commando IGP, State Vig. Bureau

17.07.2006 12.06.2007 12.06.2007

12.06.2007 12.06.2007

AIGP, Administration SP, Commando Addl. SP, Rohtak SP, Home Guards Commr of Police, Gurgaon Jt. C.P., Gurgaon DCP (East) Gurgaon DCP (West), Gurgaon ADG, Home guards Director Sports ADG Prisons Dir. Vig & Security HVPNL CEO, Mewat Dev. Agency

12.06.2007 12.06.2007 12.06.2007 12.06.2007 15.06.2007 15.06.2007 15.06.2007 15.06.2007 15.11.2007 10.07.2000 27.06.2003 31.12.2003 31.03.2008

1 2 3 4 5 6 7

31.03.1998 07.07.2005 27.02.2009 25.08.2000

8 9 10 11 12 13 14

SP, Security CID DGP, SV & ACB ADGP, Prisons ADGP, HRC ADC to Governor SP, Lokayukta SP, Prison

13.09.1995 11.08.1995 29.04.2005 27.02.1999 27.02.1999 2003

1 2 3 4 5 6 7 8 9 10 11 12 13 14

2007-30.4.09 >30 years >30 years Since 2008 Since 2008 Since 2008 Since 2008 Since 2007 Since 2008 Since 2008 >20 years Since 1990 Since 2008 Since 2009

23 24 25 26 27 28 29 30 31 32 33 34 35 36

CO JKAP 12th Bn. SSP, Vigilance, S]Kashmir SSP Railways, Srinagar SO to IG Jammu Zone SSP Security Jammu SO to IGP Armed SSP CID HQ (Leave Res.) CO IR - 1st Bn. SSP Vigilance AIG CIV PHQ CO IR - 8th Bn. CO IRP - rth Bn. AIG (Prov./Tpt) PHQ CO JKAP - 8th Bn.

Since 2008 Since 2005 Since 2009 Since 2008 Since 2008 Since 2009 Since 2008 Since 2009 Since 2008 Since 2009 Since 2008 Since 2000 Since 2009 Since 2009

86

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 15 16 17 18 19 20 21 22

Particulars of post

Particulars of post

DIG, IR Kashmir SSP Vigilance, Jammu SSP, AHJ Jammu Div. Comdt. HG, Jammu Principal, PTTI Vijaypur SP Enforcement SSP Vigilance SSP Traffic NHW Ramban 10. Jhakhand DG, Vigilance ADG, Rail IG, SCRB OSD, Police Mod. (IG) IG, Provision DIG, Jungle Warfare DIG, Rail DIG, JAP SP, Vigilance CO, JAP 6 SP, Khunti SP, Ramgarh CO, JAP 8 11. Karnataka DGP & CMD, KSPHC DGP, COD, Spl. Units ADGP, Internal Security ADGP (Recruitment & Trg.) ADGP, DCRE, Bangalore ADGP, PCW ADGP, Crime & TS ADGP, TTM ADGP, COD, Bangalore ADGP, Intelligence, Bangalore IGP & Director, KPA, Mysore IGP, Training IGP, Forest Cell IGP, Railways IGP, Intelligence IGP & Addl. COP Admn. IGP & COP L&O IGP Anti Terrorist Cell

Since 2009 Since 2008 Since 2009 Since 2007 Since 2000 Since 2008 Since 2008 Since 2008

37 CO JKAP - 14th Bn. 38 SP East Srinagar 39 SP South Srinagar 40 Addl. SP Sopore 41-60 Commdt. IR Bns. (20)

Since 2008 Since 2008 Since 2008 Since 2008

1 2 3 4 5 6 7 8 9 10 11 12 13

20.02.2008 08.12.2006 14.02.2007 15.02.2008 23.11.2007 08.12.2008 26.06.2008 16.02.2007 04.10.2006 11.12.2006 12.09.2007 12.09.2007 22.02.200

14 15 16 17 18 19 20 21 22 23 24

SP, PTC, Padma CO, JAP 10 SRP, Jamshedpur SO, STF CO, Home Guards IG, JSEB IG, Home Guards IG, Human Rights IG, STF IG, Police Modern. & Prov. SP, JAPTC, Padma

24.04.2007 08.12.2007 22.02.2007 08.12.2008 15.11.2007 14.09.2006 15.02.2007 27.11.2007 01.05.2008 27.11.2007 15.11.2000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

20.06.2006 Nov-97 20.06.2006 Feb-00 Dec-88 07.04.2003 Jul-91 24.10.1991 Apr-06 11.07.2008 21.05.2005 29.04.1993 26.09.1998 21.02.2006 16.07.2003 22.07.2004 16.09.1992

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38

IGP & Addl.COP, CAR IGP, Economic Offences IG & Addl. Comdt. Gen. HG IGP & Ex. Dir., KSPHC Ltd SP & Principal, KSPTS SP, DCRE, Davanagere ADGP, Prisons IGP, Forest Cell IGP & Addl. Dir., Fire Services IGP Excise Enforce. Cell Commissioner for Transport IGP, BMTF IGP Water Resources Deptt. IGP, Karnataka HRC IGP, KPTCL IGP & Dir. (Pers.) KSRTC Secy to Govt., Prisons etc. DIG & Dir., BMTC

21.08.2006 Jul-99 12.07.2002 21.11.2008 21.02.2009 01.07.2000 29.04.1993 17.07.2003 25.09.2007 29.07.2004 May-97 17.07.2003 07.10.2005 25.09.1999 02.07.2004 27.04.1988 Jul-98

87

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No

Particulars of post

Particulars of post

19 IGP, Internal Security 20 IGP (Admn.) PHQ 12. Kerala 1 CG, HG, CD & FR 2 ADG, PCR 3 ADG, Armed Police Bn 4 ADG, North Zone 5 ADG, South Zone 6 ADG, Vig. & ACB 7 ADG/IG, Modernisation 8 IGP, Ernakulam Range 9 IGP, Trivandrum Range 10 IGP, Thrissur Range 11 IGP, Kannur Range 12 IGP, Vig. & ACB 13. Madhya Pradesh IG, SAF, HQ IG, Training AIG, F/P, PHQ AIG, PHQ IG, Administration AIG, PHQ IG, Intelligence DG, Eco. Offences Wing IG, Adim Jati Kalyan (AJK) SSP, Radio IG/OSD to DGP MD, Police Housing Chairman, MP PHC ADG, Railway Police IG, SAF, Gwalior IG, Complaints IG, Fire IG, Eco. Offences Wing IG, SAF, Indore SP, Burhanpur SP, Anuppur IG, Planning DIG, PRTS IG, Provisioning IG, SAF, Jabalpur

12.12.2008 23.05.2006

39 DIG & Dir (SIV), BMTC

10.11.2000

1963 14.07.2005 03.07.2007 02.07.2007 25.11.2006 1998 09.07.2007 09.07.2007 28.06.2007 09.07.2007 Jun-09

13 14 15 16 17 18 19 20 21 22 23 24

IGP, AP Bn. IGP, Traffic DIGP - Internal Security Commr. of Police, Kochi Commr. of Police, Tvm. Transport Commissioner ADG, Prisons IGP, Prisons IGP & Addl. Excise Commr. IGP & Addl. Excise Commr. Vig. Officer, Coop. Deptt. Director, Kerala Women Comn

02.02.2009 02.02.2009 16.02.2009 26.02.2008 11.02.2006 Aug-86 Aug-86 25.11.1998 22.06.2005 13.03.2007 14.03.1996

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

01.09.1977 21.02.1979 09.05.1981 18.06.1982 28.05.1983 13.10.1983 06.12.1986 19.08.1987 02.09.1987 14.07.1988 01.09.1989 28.08.1989 31.10.1990 22.02.1993 01.08.1994 11.02.1994 08.11.1994 01.01.1996 21.04.1997 14.08.2003 15.08.2003 26.02.2004 27.05.2004 26.08.2004 09.05.2005

28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

IG, In/STF IG, Legal/Pers. IG, Shahdol Range SP, Alirajpur SP, Singroli IG, Narcotics, Indore DIG, ATC PHQ IG, CID, Cyber Cell & PTRI IG, Police Reforms SP (AD), Chambal Range IG, CID IG, Human Rights SP, Ashoknagar SP, Lokayukt DIG, Dy. Tr. Commr. IG, MP Elec. Board DIG, SBIE IG, Director, Sports IG, Secretary, Home IG, Lokayukt DIG, Addl. Sec. Home DG, Lokayukt Transport Commissioner IG, Jails IG, Lokayukt

11.07.2007 12.12.2007 12.06.2008 17.06.2008 23.06.2008 15.07.2008 22.08.2008 03.09.2008 23.12.2008 21.02.2009 .. .. .. 15.07.1984 21.01.1987 00.02.1988 21.03.1989 29.07.1989 05.07.1990 07.07.1990 30.11.1995 05.08.1996 10.06.2000 23.10.2008 15.02.2008

88

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No

Particulars of post

Particulars of post

26 Commandant, 35 Bn. 27 IG, Selection 14. Maharashtra ADG (Estt.)* ADG (Admn.)* ADG (P&C) Spl. IGP (Estt.)* AIG Chief Editor, Dakshata AIG Provisions, etc. SP, SPCR, Mumbai Jt. CP, Traffic, Mumbai Addl. CP, EOW* Addl. CP, East Region Addl. CP, HQ, Mumbai DCP, HQ-II, Mumbai DCP, Port Zone, Mumbai DCP, Zone-XII, Mumbai DCP, Detection, CB, CID DCP, SB-1 (Protection), CID DCP, Armed LA-I, Mumbai DCP, Armed LA_III, Worli DCP, Armed LA-IV, Marol DCP, Operations, Mumbai DCP, Task Force, CB DCP, Task Force (Enf.) DCP, Zone-I, Navi Mumbai Addl. CP, Thane Addl. CP, Thane Addl. CP, Thane DCP, SB, Thane DCP, EOW, Thane Addl. CP, Crime, Pune Addl. CP, Pune Addl. CP, Pune Addl. CP, Pune DCP, Traffic, Pune DCP, Crime Branch, Pune Addl. CP, Crime, Nagpur Addl. CP, Nagpur

13.11.2006 30.12.2006

53 DS, Home

02.12.2008

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

18.02.1999 07.08.1998 07.08.1998 07.08.1998 27.07.1973 29.05.2005 17.02.2006 07.08.1998 05.11.2003 07.08.2008 03.10.1965 29.08.2005

31.08.2000 31.08.2000 27.10.1994 14.06.2007 14.06.2007 24.07.1970 29.08.2005 14.06.2007 14.06.2007 14.06.2007 03.01.1994 29.01.1993 14.06.2007 14.06.2007 14.06.2007 00.06.2004

67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102

103121

DCP/SP, PCR, Kolhapur ADGP, SRPF, MS, Mumbai* Spl. IGP, SRPF, Pune* Spl. IGP, SRPF, Nagpur* Comdt. SRPF Gr.III, Jalna Comdt. SRPF Gr.V, Daund Comdt. SRPF, Gr. VI, Dhule Comdt. SRPF, Gr.VII Daund Comdt. SRPF, Gr.IX Amravati Comdt. SRPF Gr.X, Solapur Comdt. SRPF Gr. XIII Nagpur Principal, SRPF Trg. Sch. Daund Director, MPA (ADG)* Spl. IGP, SSU, Mumbai* SP, MPA, Nasik Principal, PTS, Nagpur Principal, PTS, Khandala Principal, PTS, Akola Principal, PTS, Nanveej, Pune Principal, PTS, Solapur Principal, PTS, Marol, Mumbai Dy. Dir, DTS, Nasik Principal, UOTC, Nagpur ADG, ACB ADG, ACB* DCP/SP, ACB Mumai / Thane DCP/SP, ACB Pune DCP/SP, ACB Nagpur ADGP, ANO, Nagpur* DIGP, ANO, Nagpur* SP, ANO, Nagpur Spl. IGP - ATS, Mumbai DIGP - ATS (1) DIGP - ATS (2) DCP, ATS (1), Mumbai DCP, ATS (2), Mumbai

10.09.2001 07.08.1998 07.08.1998 07.08.1998 17.05.1965 09.09.1965 09.11.1965 17.06.1975 18.11.1980 30.01.1993 29.08.2005 07.08.1998 14.06.2007 26.02.2001 20.12.1980 20.12.1980 13.10.1970 05.09.1994 20.12198 27.04.1981 18.02.1999

29.04.1982 29.04.1982 27.05.1991 17.02.2006 17.02.2006 08.07.2004 08.07.2004 08.07.2004 08.07.2004 98.07.2004 1980-2005 14.06.2007 14.06.2007

37 Addl. CP, Nagpur 38 Addl. CP, Nagpur 39 DCP, Traffic, Nagpur

Addl. SPs - Districts (19) 122 ADGP, Railways, MS Mumbai* 123 CP, Railways, Mumbai*

89

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66

Particulars of post

Particulars of post

CP, Nasik* DCP, HQ, Nasik DCP, Zone, Nasik CP, Aurangabad* DCP, HQ, Aurangabad DCP, Zone, Aurangabad DCP, HQ, Solapur DCP, Zone, Solapur DCP, HQ, Amravati DCP, Zone, Amravati Spl. IGP, SCRB, Pune Spl. IGP, CID* DIG, EOW, CID, Pune DIG, CID, Pune SP, CID, Pune SP, CID, Aurangabad SP, CID, Nagpur SP, CID, Amravati Jt. CP, SID, Mumbai DC, SID (Political), Mumbai DC, SID (Security), Mumbai DC, SID (Communist Activities) DC, SID (Communal), Mumbai DC, SID, Nagpur ADGP, PCR, MS, Mumbai DIGP, PCR, Mumbai* SP, PCR, Nanded 15. Manipur-Tripura Manipur I.G. (LO-III) MD, MPHC (IG rank) Director, MPTS (IG rank) S.P., Security SP (SIT) CO 2nd IRB CO 3rd IRB Tripura DGP, Intelligence ADGP (LO/AP & Ops) IGP, Manual IGP, Intelligence

07.08.1998 07.08.1968 21.09.1990 05.08.1991 05.08.1991 28.07.1992 08.06.1971 22.06.1975 26.03.1998 03.04.1997 06.08.2001 14.06.2007 14.06.2007

29.08.2005 26.02.2001 17.07.2001 27.11.1981 27.11.1981 27.11.1981 04.06.1983 26.02.2001 03.01.2006 14.06.2007 10.09.2001

124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150

Dir. Police Wireless (ADG) DIG, Wireless, Pune SP, Wireless HQ, Pune Spl. IGP, MT, Pune* Comdt. Gen. HG & Dir., CD MD, M.S.P.H. & W. Corpn. Principal Secretary, HD (Special) Dy.CG, HG & CD IGP, Prisons, Pune Spl. IGP - HR Commn Dy.Dir.General, YASHDA, Pune Controller, Legal Metrology Spl. IGP & CVO, MHADA Spl. IGP & Dir. V&S, MSEB* G.M., MSPH&W Corpn. DIG, Prisons, Pune DIG, Prisons, Pune DIG, Prisons, Mumbai DIG, Prisons, Aurangabad DIG, Prisons, Nagpur CVO, MSRTC, Mumbai Jt. Commr., Food & Drugs* Professor (ATI), YASHDA, Pune CSO, Mah. Legislature Sectt. ADC to Governor of Maharashtra Spl. IGP, PAW, Mumbai ADGP, Traffic*

24.09.2003 18.02.1995 14.06.2007 06.01.1949 13.03.1973 01.10.1978 27.05.1960 01.10.2001 31.01.1990

11.01.1972 11.01.1972 00.00.1993 11.01.1972 11.01.1972

14.06.2007

1 2 3 4 5 6 7

29.10.2007 17.03.2007 20.10.2007 31.01.2009 28.11.2008 20.02.2009 20.02.2009

8 9 10 11 12 13 14

CO 6th IRB SP, CRPR OSD (Home) OSD (Home) IG (Prison) SP, Jail ADC to Governor

31.10.2007 30.08.2007 25.11.2008 29.10.2007 27.11.2008 27.11.2008 23.01.2009

1 2 3 4

7 8 9 10

DIG AP (Ops.1) DIG (N/R) JCG (HG) SP Security

90

Annexure IV
Date of creation / present posting* S.No
`11-19

S.No 5 6

Particulars of post

Particulars of post

Date of creation / present posting*

IGP (Commn. & Trg.) IGP (TSR & Ops) 16. Nagaland ADGP (Ops) DGP (Prisons/HG) IGP (Crime)

Commdt., IR Bns. (9)

1 2 3

08.09.2008 08.09.2008 03.04.2007

4 5 6

DIG (NAP) TSG IGP (Range) Spl. Scy. Home (IG)

08.09.2008 18.12.2000

17. Orissa 1 DGP & IGP Vigilance (DGP) 2 ADGP Trg. 3 ADGP, Technical 4 CMD OPH&WC (ADG) 5 IGP, OHRC 6 C.P., Cuttack-Bbsr. (IGP) 7 IGP, L & O 8 IGP, CR, Cuttack 9 IGP, WR, Rourkela 10 IGP, NR, Sambalpur 18. Punjab DGP-CG HG & Dir. CD DGP - Prisons DGP - Invest.& Security ADGP/IVC & HR ADGP Law & Order ADGP Rules ADGP-Chief Dir. Vig. Bureau ADGP H.R. Commn. IGP-Dir. Vig. Bureau IGP Human Rights IGP Traffic IGP Invest. Lokpal IGP-MD Pb. PHC 19. Rajasthan DG, ACB DG, Jail Commandant RAC-II Bn AIGP, Training DIG, Crime Branch Commandant , RAC-X Bn SP, Intelligence, Kota

20.12.2008 24.04.2000 21.12.2008 20.12.1996 25.11.2003 01.01.2008 15.07.1999 20.05.2007 23.12.2007 18.07.2007

11 12 13 14 15 16 17 18
19-24

IGP, SAP, Orissa IGP, HR & SJ Addl. CP, Cuttack-Bbsr (DIG) SP, Computer DCP, Bbsr. DCP, Bbsr. DCP, Cuttack SP, SIW Commdt., IR Bns.

31.05.1998 24.12.2007 01.01.2008 28.02.1996 01.01.2008 01.01.2008 04.01.2008 04.01.2008

1 2 3 4 5 6 7 8 9 10 11 12 13

06.08.2004 31.01.2005 31.01.2005 26.07.1995 31.01.2005 31.01.2005 01.06.1987 20.11.1997 27.05.1992 23.09.2004 12.05.2006 06.02.1996 18.05.1989

14 15 16 17 18 19 20 21 22 23 24 25 26

DIG - EOW DIG, Litigation DIG Community Policing ADGP Computer & Tele DGP-cum-Dir. Police Academy IGP Security DIG Int.-II & STF DIG/CM Security IGP EOW DIG - Investigation (Crime) DIG - PAP II & Trg. DIG - IRB-II & Trg. ADGP Railways

25.04.1995 23.09.2004 12.05.2006 23.09.2004 20.11.2006 12.05.2006 12.05.2006 04.04.2001 12.05.2006 12.05.2006 12.05.2006 12.05.2006 22.06.1994

1 2 3 4 5 6 7

09.07.1984 22.08.1987 01.03.1980 01.09.1981 05.09.1981 20.10.1981 15.10.1982

30 31 32 33 34 35 36

IGP, Range Kota IGP, Range Jodhpur IGP, Range, Udaipur IGP, Range, Bikaner IGP, Range Bharatpur Addl. DGP Railways ADGP Ops (Spl. Crimes)

27.09.2003 27.09.2003 27.09.2003 27.09.2003 27.09.2003 30.08.2003 24.09.2003

91

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

Particulars of post

Particulars of post

IGP, Hqrs. SP, Jaipur Rural SP, Kota Rural Commandant RAC-IV Bn. Addl. DGP, Hqrs Addl. DGP, Telecon & Tech Commandant RAC-XII Bn SP. ATC CID Int SP, Jaipur South SP, CID, CB, Jaipur SP, Traffic Jaipur City SP, Hqrs. Jaipur City SP, Jodhpur Rural Addl. DGP, Vigilance SP, CID (Investigation) IGP, R.S.H.R. Commn. IGP, Administration ADGP P&W IGP, Range Ajmer IGP, Rules IGP, Range Jaipur-I IGP, Range Jaipur-II 20. Sikkim ADG, Hqrs. ADG, Plng. & Modernization ADG, Special Branch ADG, Home Sec. & Dir., Vig. IG Security

06.01.1984 26.05.1984 21.06.1984 27.05.1985 21.02.1991 15.03.1994 20.11.1994 11.09.1995 01.06.1997 09.08.1997 11.08.1997 13.08.1997 18.01.1999 18.02.1999 06.09.2003 18.03.1999 18.03.1999 22.08.2001 28.08.2001 03.09.2003 27.09.2003 27.09.2003

37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58

Comdt. RAC-XI Bn IGP, SCRB SP, East Jaipur City ADGP, Traffic SP, Pratapgarh Comdt. S.T.S., Jaipur SP, Anti-Terrorist Squad) SP, ACB, Jaipur Comdt. RAC-III Bn SP, Law & Order PHQ IGP, SCRB
IGP, CM Vig & Security

03.07.2004 24.08.2005 27.06.2005 01.05.2007 13.02.2008 15.03.2008 01.10.2008 16.01.2009 06.03.2009 06.03.2009 26.03.2009
26.03.2009

DIG, ACB, Jaipur ADC to Governor SP, ACB Bharatpur SP, ACB Kota ADG, ACB Dir. Enf. & Excise IGP, Jail, Jaipur SP. ACB, Udaipur SP, Jaipur Nagar Nigam SP, J.D.A.

24.04.1987 15.09.1994 24.04.2000 24.04.2000 03.07.2004 16.03.2005 29.10.2007 29.08.2008 29.08.2008 03.11.2008

1 2 3 4 5

Nov. 2002

6 7 8 9 10

IG, Training IG, Border/Checkposts Dir. Fire Services (IG) IG, Vigilance IG, Communications

Apr. 1985 1978 Oct. 1982

21. Tamil Nadu 1 ADG, Headquarters 2 ADG, Welfare 3 ADG, STPC 4 ADG, Elections 5 IG, Welfare 6 IG, Social Justice & HR 7 DIG, Special Operations 8 SP, Elections 9 Director, V&AC 10 SP, V&AC, SIC 11 Member, TNSURB 12 Member-Secretary, TNSRUB

10.06.02 27.05.06 15.02.05 14.03.09 25.01.08 19.12.06 27.05.06 11.03.09 01.01.09 06.11.96 19.06.07 25.08.99

39 40 41 42 43 44 45 46 47 48 49 50

Commr. of Police, Madurai Commr. of Police, Tiruchi Commr. of Police, Chennai Sub Addl. C.P., Hqrs., Chennai Commr. of Police, Salem Addl. C.P., Law & Order, Chennai DCP - C&T, Coimbatore City DCP, Crime Madurai City DCP, Hqrs., Coimbatore DCP, Hqrs., Madurai DCP, C&T, TIN City DCP, C&T, Salem City

17.06.07 18.02.08 23.07.08 06.10.08 06.10.08 15.11.08 14.04.90 02.05.90 07.05.90 22.11.90 18.06.97 05.07.97

92

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38

Particulars of post

Particulars of post

SP, TNUSRB ADG, CB, CID IG, EOW-II Director, SCRB IG, Civil Supplies IG, Q Branch DIG, CB, SIT DIG, NIB DIG, Idol Wing SP, CCIW, CID SP, Crime Branch II SP, VPC SP, Anti-Dacoity Cell SP, CIU, Chennai SP, EOW SP, Special Division SP, SIT, Chennai SP, SIT, Coimbatore SP, Enforcement, Chennai SP, Crime Branch III SP, EoW-II SP, Enforcement, Madurai SP, Enforcement, Salem SP, CS, CID, Madurai Commr. of Police, Coimbatore Addl. Commr. of Police, Traffic 22. Uttar Pradesh DGP - Rules & Manuals ADG - Special Enquiries ADG - Prosecution ADG - Traffic, Lucknow ADG, H/w, PHQ IG / A to DGP, UP IG Deptt. Pension IG Telecom. DIG - Rules & Manual DIG Telecom. SP - Computer Centre SP - Rules & Manuals Director Civil Defence ADG - Civil Defence SO to CG Home Guards

04.06.92 24.05.00 10.01.00 12.10.05 28.12.99 04.10.08 03.03.01 09.05.07 18.02.08 01.12.84 07.03.85 05.04.95 01.12.95 11.09.97 15.10.97 08.04.98 08.04.98 07.05.98 01.10.98 26.02.99 08.01.00 07.12.01 10.12.01 09.06.08 25.10.06 20.05.07

51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76

DCP, C&T, Thiruchi City DCP, Kilpauk DCP, Mylapore DCP, CCB, Chennai DCP, Traffic, Madurai DCP, Traffic (C), Chennai DCP, Ambattur DCP, Madhavaram DCP, Hqrs. Chennai Suburban DCP, Traffic, Chennai Suburban ADG, AP IG, CSG IG, AP, Thiruchi IG, STF IG, TNPA SP, CSG SP, TNCF SP, STF, Erode SP, TNPA ADG, Training Project Officer, TNPA Principal, Ty. PTC,. Perurani SP, Ariyalur SP, Tirupur SRP, Chennai SRP, Tiruchi

18.08.97 14.07.99 28.07.99 10.03.03 23.02.05 05.04.05 05.04.05 19.04.05 17.09.08 30.06.07 19.12.06 05.08.07 15.08.07 23.01.08 31.08.94 26.05.97 24.11.00 05.05.08 07.08.04 15.02.05 07.06.06 29.11.07 27.02.09 01.03.98 01.03.98

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

02.09.08 14.7.03 10.10.02 16.11.06 28.09.05 08.10.02 01.04.08 30.01.04 07.07.08 02.12.02 14.02.04 17.08.07 15.10.07 17.11.06 14.10.03

37 38 39 40 41 42 43 44 45 46 47 48 49 50 51

ADG, Training ADG/PTC, Moradabad ADG/PTC, Sitapur ADG, Dir. UPPA Moradabad ADG, Training IG - PTS, Meerut IG - PTC, Sitapur IG - PTS, Unnao DIG - RTC Chunar Mirzapur DIG - Training, Lucknow SP - PTS, Meerut SP - UPPA Moradabad SP Trg. & Sec., Lucknow ADG - Vigilance IG - Vigilance Estt.

19.08.02 31.08.05 14.02.05 29.03.03 21.05.07 03.05.08 11.07.08 04.08.04 21.09.06 05.05.06 12.05.08 01.03.04 19.07.04 20.09.05 23.03.03

93

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

Particulars of post

Particulars of post

ADG - Security IG - CI Int. Hqrs SP (R) Int. SP - Int. Hqrs SP (R) Int. SP - Int. Hqrs ADG - CB CID ADG - Coop. Cell IG - Coop. Cell IG - EOW SP - Food Cell SP - CB CID Lucknow SP - SCRB Lucknow SP - Coop Cell SP - EOW Varanasi IG - PAC HQ DIG - ATS Zone, Faizabad SP, ATS, Allahabad SP - SIT SP - STF Lucknow ADG ATC, Sitapur 23. Uttarakhand DGP, Rules & Manuals Director, Vigilance Director Prosecution Comdt. Genl. Home Guards ADG, Intelligence & Security ADG, Crime & Law & Order IG, PAC, Fire Serv. & Tele. Ser IG, Garhwal Region IG, Kumaon Region 24. West Bengal Director, SCRB Director, Civil Defence Director, Prosecution Advisor, Sec. & Vig. WBSEB ADG&IGP, WBHRC ADG&IGP, Pollution Control ADG&IGP, Traffic ADG&IGP, Telecom ADG&IGP, Training

12.11.02 16.08.02 19.03.03 21.02.05 31.10.01 02.06.05 10.09.03 31.12.03 24.07.01 16.02.04 16.10.02 19.05.04 13.03.00 08.03.04 08.12.05 20.01.03 08.12.08 06.12.07 20.06.07 03.10.03 22.09.05

52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71

SP - Vigilance Estt. SP - Vigilance Estt. IGP - Agra Zone DIG - Aligarh Range SP - Kanshi Ram Nagar DGP - Railways ADG - Human Rights Commn. SP - Human Rights & Court cases ADG/Chairman, PRS&PB ADG, Police Avas Nigam ADG - UPPCL IG - Secretary to CM IG - Secretart (Home) IG - PSR&PB, U.P. DIG, Jail Admn Meerut DIG PSR & PB DIG, PSR & PB SP/ADC to Govenor SP UPPCL SP/Jt C.P. Commercial Taxes

09.09.03 13.10.03 20.04.08 13.05.08 24.06.07 16.11.06 27.01.03 18.12.08 05.07.05 16.11.06 14.05.07 21.05.07 29.12.08 08.08.07 26.12.08 23.12.08 14.12.00 05.07.04 19.02.04

1 2 3 4 5 6 7 8 9

15.06.2004 16.06.2004 29.10.2003 14.01.2002 18.09.2003 18.09.2003 23.11.2004 19.01.2009 20.01.2009

10 11 12 13 14 15 16 17

DIG/Principal, PTC DIG, Prov. & Modernisation Addl. Secy., Home Asstt. To DGP SP, Hqrs. SP, Crime ADC to Governor SP, STF

17.01.2009 12.08.2009 01.08.2009 08.12.2000 28.04.2008 31.05.2005 07.11.2000 May-05

1 2 3 4 5 6 7 8 9

29.10.2003 30.12.1999 11.09.2002 1998 29.12.199 12.05.2000 2000 19.12.2001 20.07.1990

39 40 41 42 43 44 45 46 47

DC, HG, Kolkata DC, SB Security ADC to Governor Addl. SP, Industrial 24 Paraganas Addl. SP, Rural 24 Paraganas Addl. SP, DIB 24 Paraganas Addl. SP, HQ North 24 Parag Addl. SP, Barrackpore Addl, SP, DIB North 24 Par

1985 2001 2005 1985 1985 1986 1988 1988

94

Annexure IV
Date of creation / present posting* S.No Date of creation / present posting*

S.No 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38

Particulars of post

Particulars of post

ADG&IGP, Mod. & Cord. DG, Fire Services IGP & Vig., Kolk. Munci. Corpn IG, Correctional Services IG, Forest Protection Dir. Security IB & OSD to CM DIG & Advisor, HRBC Jt. CP, STF (DIG) Comdt. SAP 6th Bn. Comdt. SAP 7th Bn. Comdt. SAP 8th Bn. Comdt. SAP 9th Bn. Comdt. SAP 10th Bn. Comdt. SAP 11th Bn. Comdt. SAP 12th Bn. Comdt. SAP 13th Bn. Comdt. IR Bn. Comdt. Border Wing HG State Comdt. WBNVF Sr. Staff Officer, H. Guards SP, Bureau of Investigation SP, Police Computer Centre SP, Telecom SP, Traffic SO, Vig. Comn. SSP, IB, WB SP, HQ, EB SSP, CID, WB SP, WB HRC

2004 13.06.2000 1998 1998 01.02.2001 27.05.1994 10.07.2008 1985 1989 1989 1986 1990 1988 04.06.1988 04.06.1988 2003 1982 1987 1982 1993 22.12.1976 17.09.1983 15.03.2000 28.01.2005 1978 1995

48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76

Addl. SP, Town Howrah Addl. SP, HQ Burdwan Addl. SP, Durgapur Addl. SP, HQ, Medinipur Addl. SP, Operation Medini Addl. SP, Tamluk Addl. SP, Kalimpong Addl. SP, Alipurduar Addl. SP, Telecom Addl. SP, Telecom Addl. SP, Rural, Howrah Addl. SP, Rural Hoogly Addl. SP, ICP Haridaspur Addl. SP, Haldia Addl. SP, HQ Purba Medini Addl. SP, Bidhannagar Dy. Comdt. (DIG AP Cell) Dy. Comdt. SAP 1st Bn. Dy. Comdt. SAP 2nd Bn. Dy. Comdt. SAP 3rd Bn. Dy. Comdt. SAP 4th Bn. Dy. Comdt. SAP 6th Bn. Dy. Comdt. SAP 7th Bn. Dy. Comdt. SAP 8th Bn. Dy. Comdt. SAP 9th Bn. Dy. Comdt. SAP 10th Bn. Dy. Comdt. SAP 11th Bn. Dy. Comdt. SAP 12th Bn. Dy. Comdt. SAP 13th Bn.

1984 1983 1990 1973 15.03.1995 1973 23.03.2002 30.08.1998 11.11.1970 11.11.1970 16.03.2001 16.03.2001 01.03.2001 29.08.2000 18.03.2002 11.09.2002 1977 09.07.1984 16.07.1992 1988 2004 1984 1999 1984 1984 1986 1986 15.01.2003 15.01.2003

* Original date of creation not available in many cases. The date indicated in some cases is that of posting of the present incumbent

95

Annexure V

Latest Cadre Review Notifications with dates of different State Cadres issued by DoPT
S.No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Cadre Andhra Pradesh AGMU : Arunachal PradeshGoa-Mizoram-U.T Assam-Meghalaya Bihar Chhattisgarh Gujarat Haryana Himachal Pradesh Jammu & Kashmir Jharkhand Karnataka Kerala Madhya Pradesh Maharashtra Manipur-Tripura Nagaland Orissa Punjab Rajasthan Sikkim Tamil Nadu Uttar Pradesh Uttarakhand West Bengal Cadre Schedule notified vide DOPT's Notification Number & Date No.11052/3/09-AIS(II)dated 24.03.2009 No.11052/01/05-AIS(II)dated 21.07.2005 No.11052/5/08-AIS(II)dated 01.4.2009 No.11052/12/03-AIS(II)dated 07.12.2004 No.11052/8/03-AIS(II)dated 30.01.2004 No.11052/2/03-AIS(II)dated 07.12.2004 No.11052/3/06-AIS(II)dated 12.06.2007 No.11052/4/06-AIS(II)dated 13.02.2007 No.11052/4/03-AIS(II)dated 05.11.2003 No.11052/13/03-AIS(II)dated 07.12.2004 No.11052/2/07-AIS(II)dated 31.12.2007 No.11052/1/2008-AIS(II)dated 30-12-2008 No.11052/7/03-AIS(II)dated 26.08.2003 No.11052/9/03-AIS(II)dated 05.11.2003 No.11052/10/03-AIS(II)dated 05.11.2003 No.11052/4/06-AIS(II)dated 11.01.2007 No.11052/5/97-AIS(II)dated 18.4.2001 No.11052/11/03-AIS(II)dated 05.11.2003 No.11052/5/09-AIS(II)dated 07.07.2009 No.11052/1/2002-AIS(II)dated09.12.2002 No.11052/1/06-AIS(II)dated 11.05.2007 No.11052/14/2003-AIS(II)dated31.12.2004 No.11052/1/2004-AIS(II)dated31.12.2004 No.11052/5/03-AIS(II)dated 05.11.2003

96

Annexure VI

Latest Position of shortages of IPS Officers in different State Cadres

(As obtained from the States)
Direct Recruitment Quota S.No. State Cadre Promotion Quota Total

Authorised Officers in Shortage Authorised Officers in Shortage Shortage Strength Position 130 112 63 26 115 56 93 79 47 62 70 91 82 150 148 42 35 25 100 87 109 22 132 240 39 147 2302 28 25 18 0 20 1 19 3 5 12 7 29 17 11 17 6 1 17 11 14 26 0 33 42 3 47 412 Strength 68 59 35 11 58 24 49 35 23 61 33 52 43 70 71 21 16 18 48 43 58 10 71 122 18 84 1201 Position 52 50 24 11 40 20 45 34 15 49 29 40 34 68 65 13 11 17 0 27 47 10 68 95 16 79 959 16 9 11 0 18 4 4 1 8 12 4 12 9 2 6 8 5 1 48 16 11 0 3 27 2 5 242 44 34 29 0 38 5 23 4 13 24 11 41 26 13 23 14 6 18 59 30 37 0 36 69 5 52 654

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Andhra Pradesh AGMUT* Assam Meghalaya Bihar Chhattisgarh Gujarat Haryana Himachal Pradesh Jammu & Kashmir Jharkhand Karnataka Kerala Madhya Pradesh Maharashtra Manipur Tripura Nagaland Orissa Punjab Rajasthan Sikkim Tamilnadu Uttar Pradesh* Uttarakhand West Bengal

158 137 81 26 135 57 112 82 52 74 77 120 99 161 165 48 36 42 111 101 135 22 165 282 42 194 2714

*AGMUT and Uttar Pradesh figures are as per IPS Civil List, 2009

97

Annexure VII

List of Ex-cadre Posts for Immediate Encadrement

Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

Andhra Pradesh
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23. 24 25 26 27 DG, Vig. & Enforcement IG, OCTOPUS Addl. CP, Crimes Director (Police Commn.) Director, Vig. & Enforcement Dy. Dir., Vig. & Enforce. RV & EO, Visakhapatnam RV & EO, Rajahmundry DIG, OCTOPUS SP, OCTOPUS Dir., Proh. & Excise (Enf.) DIG, Marine Police DIG, Railway Police Addl. Dir., ACB DCP, Crimes, Cyberabad DCP, L&O-I, Cyberabad DCP, L&O-II, Cyberabad DCP, RGI Airport, Cyberabad DCP, Traffic-II, Hyderabad DCP, Security, Hyderabad AIG, Admn. DIG, Training Jt. C.P., Admn., Hyderabad Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) 98 05.06.1986 31.10.2007 06.05.1993 18.10.1986 04.09.1985 08.03.2004 01.12.1985 10.02.1999 01.01.2008 05.04.2008 19.03.2002 30.12.2006 17.08.1979 18.06.1986 26.03.2003 03.02.2003 09.06.2007 02.03.2008 10.03.2003 04.02.2004 10.03.2003 26.12.2000 25.05.2001 ADG IGP IGP IGP IGP DIG SP SP DIG SP DIG DIG DIG DIG SP SP SP SP SP SP SP DIG DIG SP SP SP

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

28

Comdt., IR Bn. (SP) Arunachal Pradesh

AGMUT
1. 2 3 4. 5. 6 7 8 1. 2. 3 1 2 3 4 5 1 2 3 4 5 6 7 8 SP, Anjaw District Principal, PTC SP, Crime SP, Security Sp, Special Branch Comdt., IR Bn. Comdt., IR Bn. Comdt., IR Bn. Goa SP, CID SP, Administration Comdt., IR Bn. Mizoram DIG, Southern Range SP, CID (Crime) SP, CID (SB) AIG-I Principal, PTC Delhi Jt. C.P., Hqrs. DCP, Special Branch DCP, Vigilance DCP, 1st Bn. DAP DCP, DE Cell DCP, Hqrs. DCP, Special Cell (AT Cell) DCP, PM Security 2008 1976 1972 1975 1982 2001 13.10.2005 20.08.1964 21.10.1976 09.04.1986 16.07.1990 12.09.1988 05.01.1987 99 DIG SP SP SP SP IGP SP SP SP SP SP SP SP 1980 1980 SP SP SP SP SP SP SP SP SP SP SP

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

DCP, 8th Bn. DCP, 9 Bn. DCP, 10 Bn. Addl. DCP, Traffic Addl. CP, RP Bhawan DCP, R.P. Bhawan DCP, R.P. Bhawan DCP, R.P. Bhawan DCP, R.P. Bhawan DCP, R.P. Bhawan DCP, Supreme Court DCP, South East Delhi DCP, Outer Delhi DCP, IRB DCP, IRB DCP, IRB DCP, IRB DCP, IRB Jt. CP, Special Cell Jt. CP, Recruitment
th th

24.09.1981 24.09.1981 24.09.1981 28.05.1996 12.04.2001 12.04.2001 12.04.2001 12.04.2001 12.04.2001 12.04.2001 05.11.1993 18.11.2008 18.11.2008 13.12.2004 13.12.2004 21.02.2005 22.03.2006 22.03.2006 24.06.2004 27.09.2008

SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP

DCP, Recruitment Cell and 05.03.2009 Vice Principal, PTC Andaman & Nicobar Islands SP, Anti-Corruption SP, Hqrs. & CID Comdt., IR Bn. SP, North & Middle Andaman Chandigarh SP, deputed from Punjab SP, deputed from Haryana 100

1 2 3 4 1 2

SP SP SP SP SP SP From their respective SDRs, ever since the creation of UT in 1968

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks Newly created IR Bn.

3 1 2 3

Comdt., IR Bn. Puducherry SSP, Puducherry SSP, Karaikal Comdt., IR Bn. Assam SP SP SP

Post held by an IPS Officer

Assam & Meghalaya

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 DG, CD & CG, HG IG, Vig. & Anti-Corruption IG, Special Operations Unit IG, STF DIG, Special Branch SP, Bongaigaon SP, Hailakandi SP, Morigaron SP, CID SP, Special Branch SP, Vig. & Anti-Corruption-II Comdt., Commando Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) Comdt., IR Bn. (SP) SP, Chirang SP, Baksa 101 24.04.1988 09.06.2006 15.09.2007 09.04.2008 05.05.1992 ADG IGP IGP IGP DIG SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP Decadred in 2008 Created in lower rank in 1998

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

23 24 1 2 3 4 1. 2. 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 1. 2

SP, Hamren SP, Udalguri Meghalaya CG, CG & Dir., CD IG, Special Branch IG, Prisons IG, Training ADG (Training) ADG, Law & Order Director, BPA (ADG) ADG (Modernisation) IG (Provisioning) SP (Railways), Jamalpur SP Traffic, Patna Commandant, BMP Commandant, BMP Commandant, BMP Commandant, BMP Commandant, BMP Commandant, BMP Asstt. Director, BPA SP (D), CID SP (B), Special Branch Commandant, IRB Commandant, IRB Commandant, IRB ADG, CAF ADG, CID & Anti-Naxal Ops 27.11.2000 12.03.2001 102 23.01.2008 26.03.1991 24.04.1992 05.09.2001 22.07.1992 16.07.2007 30.05.1996 01.12.1992 22.11.2006 01.09.2008 21.06.2000 09.04.2008 24.01.1982 28.04.1990

SP SP ADG IG IG/DIG IG/DIG ADG ADG ADG ADG IGP SP SP SP SP SP SP SP SP SP SP SP SP SP ADG ADG

Bihar

Chhattisgarh

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

3 4 5 6 7. 8 9 10 11 12 13 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

IGP, Sarguja Range IGP, Durg Range DIG, Dantewada Range DIG, CAF, Bilaspur DIG, SIB SP, STF SP, STF SP, SIB AIG, CID SP, Surajpur SP, Railways, Raipur IG, SCRB IG (Security), Intelligence IGP, Armed Police Units IG, Prisons Jt. CP, Sector I, Ahmedabad Jt. CP, Sector II, Ahmedabad Jt. CP, Traffic, Ahmedabad Jt. Dir., State Police Academy Joint Director, ACB DIG, CID (Crimes) DIG, Intelligence DIG, Armed Police Units DIG, ATS Addl. CP (Admn.), Abad Addl. CP (Admn.), Vadodara SP, CID, Crime DCP, Crime, Surat (SP)

15.08.2001 14.01.2009 25.09.2006 23.06.2007 14.08.2008 23.10.2007 23.10.2007 Nov. 2001 Nov. 2001

IGP IGP DIG DIG DIG SP SP SP SP SP SP State has 16 Bns. and only one sanctioned cadre post

Gujarat
06.11.2003 19.07.1996 28.04.1995 23.08.1988 27.04.2003 30.07.2005 21.05.2008 24.06.2009 08.03.2007 28.04.2005 IGP IGP IGP IGP IGP IGP IGP IGP DIG DIG DIG DIG DIG DIG 22.03.1999 04.10.2008 103 SP SP

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 1 2 3 4. 5 6 7

DCP, Crime, Vadodara DCP, Crime, Ahmedabad DCP, Control Room, Abad SP, VIP Security SP, Tapi District SP, Ops SP, Intelligence, Ahmedabad SP, Intelligence, Bhuj SP, Intelligence, Surat SP, Intelligence Vadodara SP, Eco. Offences Wing, CID DCP, Spl. Ops. Group (ATS) Comdt., SRPF Group I Comdt., SRPF Group II Comdt., SRPF Group V Comdt., SRPF Group VIII Comdt., SRPF Group IX Comdt., SRPF Group X Comdt., SRPF Group XI Comdt. SRPF, ONGC Mehsana IGP, Modernisation AIG, Administration (SP) AIG, Traffic Planning Highway Policing ADG, Hume Litigation IG, Prisons SP, Home Guards IG/DIG, Armed Police Rights

04.10.2008 20.10.1996 20.10.1986

SP SP SP SP SP SP SP SP SP SP SP Newly created

17.04.1996

SP SP SP SP SP SP SP SP SP

Haryana
12.06.2007 12.06.2007 & 10.03.2000 & 13.04.2005 27.06.2003 12.06.2007 21.05.1985 IGP SP SP ADG IGP SP IG/DIG Decadred in June 2007 9 Bns.; only 1 cadre post of DIG exists besides the Post was decadred in June 2007

104

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks ADG, overall head

8 9 10 11 12 13 14 15 16 1. 2

Commr. of Police, Gurgaon Jt. Commr. of Police, Gurgaon DCP, (East), Gurgaon DCP (West), Gurgaon DCP (Traffic), Gurgaon Comdt., 2nd IRB Comdt., 3rd IRB SP, Crime-II SP, Commando Force AIG, Rectt. & Trg. (SP) ADG, Home Guards

15.06.2007 15.06.2007 15.06.2007 15.06.2007 15.06.2007 06.11.2002 17.07.2006 15.06.2006 12.06.2007 27.02.1999 31.03.1998

IGP DIG SP SP SP SP SP SP SP SP ADG Earlier operated as Commandant General Home Guards since 16.07.1982 Earlier operated as IG Prisons since 30.7.1991 Decadred in June 2007

Himachal Pradesh

3 4 1 2 3. 4 5 6 7 8 9 10 11

ADG, Prisons SP, Security, CID Vigilance Commissioner DIG, Vigilance SSP, Vigilance, Jammu SSP, Vigilance, Kashmir IGP, Pers./Training DIG, SKR Anantnag DIG IR Jammu DIG IR Kashmir CO IR 1st Bn. CO IR 8th Bn. CO IR 6 Bn.
th

11.08.1995 13.09.1995 Over 30 yrs.

Over 20 yrs.

ADG SP IG DIG SSP SSP IGP DIG DIG DIG SP SP SP

Jammu & Kashmir

2008 2005 2008 1990 2009 2009 2009 2008 2009 105

Annexure VII
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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks 17 Posts of Commandants for IR Bns, now being operated by Non-cadre officers.

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4 5 6 7 8 9 10

Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Director/DG, Vigilance (ADG) SP, Vigilance, Investigation SP, Vigilance, Preventive IG, STF IG STF, Ops. SP, Ramgarh SP, Khunti SP, Armed Police Trg. College IG, SCRB DIG, Jungle Centre Warfare 04.10.2006 04.10.2006 01.05.2008 01.05.2008 12.09.2007 12.09.2007 15.11.2000 14.02.2007 Trg. 08.12.2008

SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP SP ADG SP SP IG IG SP SP SP IG DIG

Jharkhand

Anti-Naxal Anti-Naxal Newly created district

106

Annexure VII
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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks 13 Bns.; only 1 cadre post of IG exists at present

11 12 13 14 15 16 1. 2. 3. 4 5 6 7 8 9 10 11 12 13 1 2 3 4. 5.

DIG, Jharkhand Armed Police CO, JAP, 6th Bn. CO, JAP, 8th Bn. CO, JAP, 10th Bn. CO, Home Guards SRP, Jamshedpur ADGP (Internal Security) IGP (Internal Security) DIGP (Internal Security) SP (Internal Security) SP (Internal Security) ADG (Rectt. & Training) IG (Training) IGP/Director, KPA

16.02.2007 11.02.2006 22.02.2007 08.12.2007 15.11.2007 22.02.2007 20.06.2006 12.12.2008 12.12.2008 12.12.2008 12.12.2008 Feb. 2000 N.A. 21.05.2005

DIG SP SP SP SP SP ADG IGP DIG SP SP ADG IGP IGP ADG ADG IGP IGP IGP ADG IGP IGP DIG SP

Karnataka
Against 2 existing posts Against 2 existing posts

ADG (Telecom, Transport and 24.10.1991 Modernisation DGP, COD, Spl. Economic Offences Units, Nov. 1997

Addl. CP, Admn. Bangalore 16.07.03 City IG (Intelligence) IG (Prisons) 21.02.2006 01.07.2000

Kerala
Commandant General, Home 1963 Guards IG, Modernisation IG, Prisons DIG (Vigilance), Cooperatives Commandant, IRB 107 24.11.1998 17.04.1986 13.03.2007 No cadre post in the entire Home Guards Organisation

Mandated under the State Act Newly sanctioned Bn.

Annexure VII
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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

Madhya Pradesh
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 1. 2 IGP, Administration IGP, Complaints IGP, Selection (Recruitment) IGP, Intelligence IGP, Intelligence (STF) DG, Eco. Offences Wing IG, Eco. Offences Wing ADG, Railways IG, Training IG (Director), Fire Services DG, Lokayukta IG, SAF Hqrs. IG, CID, PTRI IG, AJK IG, Lokayukta IG, SAF, Gwalior IG, SAF, Indore IG, SAF, Jabalpur DIG, ATC, OHQ SP, Alirajpur SP, Singroli SP, Ashoknagar SP, Anuppur SP, Burhampur SP (AD), Chambal Range Commandant 35 Bn. ADG, Establishment DIG, Force one 02.04.2009 108 15.08.2003 14.08.2003 21.02.2009 13.11.2006 22.02.1993 21.02.1979 08.11.1994 05.08.1996 01.09.1977 03.09.2008 02.09.1987 07.07.1990 01.08.1994 21.04.1997 09.05.2005 22.08.2008 17.06.2008 23.06.2008 28.05.1983 11.02.1994 30.12.2006 06.12.1986 11.02.2007 19.08.1987 IGP IGP IGP IGP IGP IGP DIG IGP IGP IGP ADG IGP IGP IGP IGP IGP IGP IGP DIG SP SP SP SP SP SP SP ADG DIG

Maharashtra

Annexure VII
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Post

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Rank in which to be encadred

Remarks

3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

SP, Force one AIG, Provisioning (SP) IG, SCRB DIG, EOW SP, CID SP, CID SP, CID SP, CID SP, CID SP, CID DC, SID (Political) DC, SID (Security) DC, SID (Communist Activities) DC, SID (Communal) DC, SID, Pune DC, SID, Nagpur ADG, Anti-Naxalite Ops. DIG, Anti-Naxalite Ops. IG, ATS DIG, ATS DIG, ATS SP, MPA, Nasik SP, MPA, Nasik SP, MPA, Nasik SP, MPA Nasik Commandant, IR Bn Commandant, IR Bn, DG, Home Guards DCP, Port Zone

02.04.2009

SP SP IGP DIG SP SP SP SP SP SP No post for SCRB in the cadre No cadre post for EOW 12 Ex-cadre posts; at least 6 of them to be encadred immediately

27.11.1981 27.11.1981 27.11.1981 27.11.1981 26.02.2001 26.02.2001 27.05.1991 08.07.2004 08.07.2004 08.07.2004 26.02.2001

SP SP SP SP SP SP ADG DIG IGP DIG DIG SP SP SP SP SP SP 2 new IR Bn, created

06.01.1949 03.10.1965 109

DGP SP

Annexure VII
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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61

DCP, Operations DCP, Traffic City DCP, Traffic Suburban DCP, Task Force (Crime) DCP, Enforcement DCP, ATS DCP, ATS Jt. CP, SID (IGP) Addl. CP, East Region (DIG) DCP, Zone-1 DCP, Zone-2 DCP, CID DCP (SB) DCP (HQ) DCP, CID DCP Zone V DCP, Traffic DCP, EOW DCP, Crime DCP, EOW DCP, Zone IV DCP, Traffic DCP, HQ Addl. CP (Crime) (DIG) DCP, Traffic DCP, EOW DCP, DE DCP, HQ DCP, Zone DCP, HQ

23.04.1993 08.09.1993 08.09.1993 31.08.2000 31.08.2000 08.07.2004 08.07.2004 17.01.2001 27.10.1994 01.02.1997 29.08.2005 24.07.1970

SP SP SP SP SP SP SP IGP DIG SP SP SP SP SP SP

14.06.2007 29.08.2005 29.08.2005 29.08.2005 14.06.2007 03.01.2004 29.01.1993 00.06.1994 29.08.2005 26.02.2001 07.08.1968 21.09.1990 28.07.1992 110

SP SP SP SP SP SP SP SP DIG SP SP SP SP SP SP

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

62 63 64 65 66 67 68 69 70 71 72 73 74

DCP, Zone DCP, HQ DCP, Zone DCP, HQ DCP, Zone ADG, ACB DC/SP, ACB Mumbai/Thane DCP/SP, ACB Pune DCP/SP, ACB Nagpur SP, ACB Aurangabad SP, ACB Nasik SP, ACB Nasik SP, ACB Nanded Manipur

08.06.1971 22.06.1975 26.03.1998 25.05.1997 05.08.1991 18.02.1999 29.04.1982 29.04.1982 29.04.1982 28.02.2001 28.02.2001 28.02.2001

SP SP SP SP SP ADG SP SP SP SP SP SP SP

Manipur/Tripura
1 2 3 4 5 6 7 1 2 3 4 5 IG, Prisons SP, Jails SP, Security SP, SIT Comdt., 2nd IRB (SP) Comdt., 3rd IRB (SP) Comdt., 7th IRB (SP) Tripura ADG, L&O, Armed Police & Ops IGP (Trg. & Communications) IGP, Intelligence IG, Armed Police & Ops. DIG, Armed Police & Ops. I 06.01.2007 06.11.2007 IG SP SP SP SP SP SP ADG IG IG IG DIG There are 14 Bns. and only 1 cadre post of DIG available For militant crimes

111

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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

6 7 8 9 10 11 12 13 14 15 16 1 2 3 1 2 3 4 5 6 7 8 9 10 11 12 13

DIG, Northern Range Comdt., IRB Comdt., IRB Comdt., IRB Comdt., IRB Comdt., IRB Comdt., IRB Comdt., IRB Comdt., IRB Comdt., IRB SP, Security ADG, Operations IGP, Range IGP, Prisons ADGP, Training IGP, Armed Police C.P., Bhubaneswar (IG) Addl. C.P., Bhubaneswar (DIG) DCP, Bhubaneswar (SP) DCP, Bhubaneswar (SP) DCP, Bhubaneswar (SP) IG, Orissa Commn. Human 01.01.2008 01.01.2008 01.01.2008 01.01.2008 Rights 25.11.2003 04.01.2008 08.09.2008 08.09.2008 08.09.2008 24.04.2000 31.05.1998

DIG SP SP SP SP SP SP SP SP SP SP ADG IGP IGP ADG IGP IGP DIG SP SP SP IGP SP SP SP SP SP 112 Anti-Naxal

Nagaland

Orissa

SP, Special Intelligence Wing Commandant IR Bn. Commandant IR Bn. Commandant IR Bn. Commandant IR Bn.

Annexure VII
Sl. No.

Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1 2 3

Commandant IR Bn. Commandant IR Bn. ADG, Internal Vigilance & 26.07.1995 Human Rights IGP, Human Rights ADG, Law & Order DIG, Community Policing DIG, Intelligence II, STF DIG, CM Security IGP, EOW DIG, Investigation DIG, PAP-II & Training DIG, IRB-II & Training DG, Prisons 23.09.04 31.01.2005 12.05.2006 12.05.2006 04.04.2001 12.05.2006 12.05.2006 12.05.2006 12.05.2006 31.01.2005

SP SP ADG IGP ADG DIG DIG DIG IGP DIG DIG DIG In the rank of IGP since 2004 ADG IG DIG SP SP SP SP 22.08.1987 21.02.2001 DGP ADG ADG Change of nomenclature from ADG Spl. Crimes & Economic Offences Non-cadre posts Since 16.06.94 originally Since 1983 in IGPs rank Created in IGPs rank on 18.5.1989

Punjab

ADG-cum-Chief Dir. Vigilance 01.06.1987 Bureau IG-cum-Dir. Vigilance Bureau DIG, EOW, Vigilance Bureau Commandant, IR Bn. Commandant, IR Bn. Commandant, IR Bn. Commandant, IR Bn. DG, Prisons (DGP) ADGP, Headquarters 27.05.1992 25.04.1995

Rajasthan

ADGP, Anti-Terrorist Squad & 24.09.2003 Special Operation Group SP, Anti Terrorist Squad 01.10.2008 113

SP

Annexure VII
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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks

5 6 7 8 9 10 11 12 13 14 1 2 3 4 1. 2 3. 4 5 6. 7.

IGP, RSHR Commn. SP, CID, CB, Jaipur SP, CID, Investigation SP, ATC CID Int. SP, ACB, Jaipur SP, ACB, Udaipur SP, ACB, Bharatpur SP, ACB, Kota DIG, Intelligence Ops. SP, Spl. Crimes & Eco. Offen. ADG, Special Branch IG, Security IG, Fire & Emergency Services IG, Vigilance ADG (Hqrs.) (ADG) SP, TNUSRB (SP) Director, SCRB (IG) SP, Crime Branch II (SP) SP, Crime Branch III (SP) SP, Economic Offences Wing IG Q Branch (IG)

18.03.1999 09.08.1997 06.09.2003 11.09.1995 16.01.2009 29.08.2008 24.04.2000 24.04.2000

IGP SP SP SP SP SP SP SP DIG SP ADG Decadred in 2009

Sikkim
Nov. 2002 April 1985 1978 10.06.2002 04.06.1992 10.01.2000 07.03.1985 26.10.1999 15.10.1997 04.10.2008 IGP IGP IGP ADG SP IGP SP SP SP IGP Looks after Internal Security & Left Wing Extremism Deals with fundamentalism

Tamilnadu

8. 9. 10 11

SP, Special Division (SP) SP, SIT, Chennai (SP) SP, SIT, Coimbatore (SP) SP, Enforcement (Prohibition)

08.04.1998 08.04.1998 08.04.1998 01.10.1998

SP SP SP SP

114

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Post

Date of creation / Present posting

Rank in which to be encadred

Remarks 15 Battalions. Need ADG1, IG/DIG-3 to supervise 5 Bns. each. -doNo cadre post exists for STF

12

ADG, Armed Police (ADG)

30.06.2007

ADG

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33. 34 35

IG, Armed Police, Thiruchi IG, STF (Ops. & Trg.) (IG) IG, Coastal Security Group SP, Coastal Security Group SP, TN Commando Force Project Officer, TNP Academy IG, TN Police Academy SP, TN Police Trg. Academy SP, Ariyalur SP, Tirupur SRP, Chennai SRP, Thiruchi CP, Chennai Suburban (IGP) Addl. CP (L&O), Chennai DCP, Crime Coimbatore DCP, Crime Thirunelveli &

05.08.2007 15.08.2007 19.12.2006 31.08.1994 26.05.1997 15.02.2005 23.01.2008 05.05.2008 29.11.2007 27.02.2009 01.03.1998 01.03.1998 23.07.2008 15.11.2008

IGP IGP IGP SP SP

Could be redesignated as Director IGP SP SP SP SP SP IGP IGP SP SP SP SP SP SP SP SP SP Could be redesignated as Addl. Director Could be redesignated as Dy. Director Newly created district -do-

Traffic, 14.04.1990 02.05.1990

DCP, Crime & Traffic, Madurai &

Traffic, 18.06.1997 05.07.1997 14.07.1999 28.07.199 18.09.2008

DCP, Crime & Traffic, Salem DCP, Kilpauk, Chennai (SP) DCP, Mylapore, Chennai (SP) DCP, Hqrs. Chennai Suburban DCP, Traffic, Suburban

DCP, Crime & Traffic, Thiruchi 18.08.1997

Chennai 21.09.2008 115

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Post

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Rank in which to be encadred

Remarks

Uttar Pradesh
No information received from State Government

Uttarakhand
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 9 10 11. 12. Director, Vigilance (ADG) CG, Home Guards (ADG) IG, PAC, TS & Fire Service DIG/Principal, PTC Asstt. To DGP (SP) SP, PHQ SP, Crime SP, Special Task Force ADGP, Training DG, Fire Services (ADG) IG, Correctional Services IG, Forest Protection Jt. CP, STF, Kolkata (DIG) Comdt., IR Bn. (SP) Comdt., IR Bn (SP) Comdt., Spl. Striking Force Spl. SP, Intelligence Branch Spl. SP, CID DCP, SB (Security), Kolkata 17.01.2009 08.12.2000 28.04.2008 31.05.2005 May 2005 20.07.1990 13.06.2000 1998 01.02.2001 10.07.2008 2003 16.06.2004 14.01.2002 ADG ADG IGP DIG SP SP SP SP ADG IGP IGP IGP IGP DIG SP SP SP SP SP SP

West Bengal

IG, WB Human Rights Commn. 29.12.1999

116

Annexure VIII

List of Posts Required under Expansion Plans

S.No Post Rank Remarks

Andhra Pradesh
1 2 3 4 SP, Urban, Warangal SP, Urban, Tirupati SP, Urban, Guntur SP, Urban, Rajahmundry Arunachal Pradesh 1 1. 1 2 3 4 5 6 1 2 3 4 5 6 7 8 1 2 DIGP, Armed Police Bns. Goa DIG, CID & Intelligence Mizoram DIG, Armed Police Bns. Comdt., IR Bn. Comdt., IR Bn. Comdt., IR Bn. Comdt., IR Bn. Comdt., IR Bn. Delhi Addl. CP, Land & Building Addl. CP, Licensing DCP II, East Delhi DCP II, West Delhi DCP II, Outer Delhi DCP II, South East Delhi DCP, Cyber Crime DCP, SCRB Andaman & Nicobar Islands SP, Coastal and VIP Security SP, Training & Special Armed Police Chandigarh 117 DIG DIG SP SP SP SP SP ADG ADG SP SP SP SP SP SP SP SP Will look after Training also DIG SP SP SP SP

AGMUT

Annexure VIII S.No 1 1 Puducherry DIG, Range + Crime + Intelligence Assam 1. 2 3 4 5 6 7. DIG, Armed Police DIG, Armed Police DIG, Armed Police DIG, Armed Police DIG, Armed Police SP, Railways SP, Railways DIG DIG DIG DIG DIG SP SP 2000 Km. Of Railway track spread over 3 Railway Division and large tracts of extremist affected areas and prone to sabotage. Presently, there is only one cadre post of SRP sanctioned. State has 28 Armed Police Bns. with only 1 DIG for supervision over them. There is need for at least 5 more DIGs so that 4-5 Bns. could be covered by a DIG each DIG Post SP, Crime & Intelligence Rank SP Remarks

Assam & Meghalaya

Meghalaya 1 2 3. DIG, Fire, Emergency Services & Disaster Response SP, Anti-Infiltration Immigration) AIG, Traffic (SP) SP, Anti-Terrorist Force SP, Special Task Force SP, Special Task Force DIG, BMP DIG (Administration) SP, CID (SC/ST & Womens Cell) SP, State Security Group VIP Security SP, Fire Service SP, City - Gaya SP, City - Bhagalpur 118 (including DIG SP SP SP SP SP DIG DIG SP SP SP SP SP 1 DIG only sanctioned For 17 Bns. only two posts of DIG sanctioned

Bihar
1. 2 3 4 5. 6. 7. 8 9 10

Annexure VIII S.No 11 12 13 14 15 Post SP, City - Muzaffarpur SP, City - Darbhanga Dy. Director, BPA (DIG) Asstt. Director, BPA SP, Spl. Branch (Naxal) Rank SP SP DIG SP SP SB has ADG-1 + IG-1 + DIG-1 + DIG (Security)-1 + SP-1. Remarks

Chhattisgarh
Nil

Gujarat
1 2 3 4 5 6 Comdt., Chetak Commando Force SP, Marine Commando Unit SP, Marine Commando Unit SP, Marine Commando Unit SP. District SP, Railways SP SP SP SP SP SP A new district being created by bifurcating Kutch district A new Railway Police district being created.

Haryana
Nil

Himachal Pradesh
1 2 3 4 5 6 7 1. 2. 3 IG, Intelligence & Security DIG, Narcotics Control SP, District Commandant, IR Bn. Commandant, IR Bn Commandant, IR Bn IG, Training and Research IG IR, Jammu & Kashmir DIG IR - Jammu DIG IR - Kashmir IGP DIG SP SP SP SP IGP IGP DIG DIG There are 20 IR Bns in the State.

Jammu & Kashmir

119

Annexure VIII S.No Post Rank Remarks

Jharkhand
1 2 3 4 5 1 2 3. 1. 2 3. IG/Director, State Police Academy DIG, STF SP, VIP Security SP, Organised Crime, CID SP, Economic Offences IG State Industrial Security Force SP, Cyber Crime SP, Yadgir District SP, AT & AEW SP, AT & AEW SP, DF & CC IGP DIG SP SP SP IGP SP SP SP SP SP Newly created district Anti-Terrorist & Anti-Extremist Wing Anti-Terrorist & Anti-Extremist Wing Digital Forensics & Computer Crime Only one cadre post of SP exists in CID

Karnataka

Kerala

Madhya Pradesh
1 2 3 4 5 1 2 3. 4. 5 6. 7. 8 9 IG, Anti-Terrorist Cell SP-I, Anti-Terrorist Cell SP-II, Anti-Terrorist Cell IG, Anti-Naxal Cell SP, Anti-Naxal Cell SP, ATS SP, ATS (Tech. Wing) DIG, SID SP, SID SP, SID DIG, State Security Corporate SP, State Security Corporate SP, State Security Corporate SP, State Security Corporate Creation of State Security Corporate for the security of vital installations, religious institutions and commercial establishments IGP SP SP IGP SP Strengthening of Intelligence Cell ATS with an

Maharashtra

Technical Wing in ATS Strengthening of State Intelligence Department with creation of an Intelligence Analysis Wing

120

Annexure VIII S.No Post Manipur 1 2 3 4 5 6 7 1 2 3 IGP, Ops. & Provisions DIG, CID, Crime Branch SP, Vigilance Comdt., 4th IRB Comdt., 5th IRB Comdt., 7th IRB Comdt., 8th IRB Tripura Dir., State Police Academy (DIG) A.D. State Police Academy (SP) DIG, Armed Police & Ops. II Nil Rank Remarks

Manipur/Tripura

Nagaland Orissa
1 2 3 4 5 6 7 8 9 10 11 1 2 3 DIG, Counter Terrorism Cell SP, Counter Terrorism Cell SP, Counter Terrorism Cell DIG, Spl. Int. Wing, Anti-Naxal DIG, Spl. Ops., Anti-Naxal SP, Spl. Ops, Anti-Naxal SP, Spl. Ops., Anti-Naxal DIG, Counter Organised Crime Cell SP, Counter Organised Crime Cell IGP, Coastal Security SP, Coastal Security IG, Org. Crime Control Wing IG, Narcotics Control Wing DIG, Narcotics Control Wing 121 DIG SP SP DIG DIG SP SP DIG SP IGP SP IGP IGP IGP

Punjab

Annexure VIII S.No Post Rank Remarks

Rajasthan
Nil

Sikkim
1. 2 Commandant, IR Bn. Commandant, IR Bn. Nil SP SP Newly created

Tamilnadu Uttar Pradesh

No information received from Government of UP

Uttarakhand
1 2 1 2 3 4 5 IG, Ops., Anti-Terrorism, Anti-ISI & Anti-Naxal Operations Comdt., PAC (IR) Bn. (SP) IG, Special Operations, W.B. IG, Special Operations, Midnapur DIG, Intelligence, North Bengal DIG, Railway Police, North Bengal SP, Coastal Security IG SP IGP IGP DIG DIG SP

West Bengal

122

Annexure IX

No. of IPS Officers (Regular Recruits) due to retire from Service during 2009-2020
(As per Civil List of 01.01.2009)
S.No. Cadre 1 2 3 4 5 6 7 8 9 Andhra Pradesh AGMU Assam-Meghalaya Bihar Chattisgarh Gujarat Haryana Himachal Pradesh Jammu & Kashmir 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total 1 1 4 5 .. 2 1 .. 4 3 2 2 1 3 1 .. 1 2 1 .. 2 .. 5 3 44 6 1 1 2 .. 2 3 5 1 2 .. 1 .. 5 1 .. 2 6 2 1 4 1 12 4 62 4 4 5 3 2 3 1 .. 1 2 10 3 4 7 1 .. .. .. 3 1 4 1 19 6 84 5 3 2 4 2 5 8 3 1 4 2 6 4 6 3 .. 3 3 .. .. 5 3 6 5 83 5 7 .. 3 1 3 3 3 1 1 .. 2 4 4 7 .. 1 .. 4 .. 4 1 9 7 70 3 2 4 5 1 .. 2 1 .. .. 1 .. 3 2 3 .. 1 1 2 1 3 1 8 3 47 5 .. 9 3 .. 1 6 .. 1 1 3 7 2 7 6 .. 2 3 2 .. 4 .. 8 3 73 4 2 6 3 .. 3 4 1 2 4 2 1 5 6 .. .. 2 2 3 .. 4 1 7 6 68 5 7 1 3 1 4 1 2 .. 1 4 2 4 3 1 .. 1 3 6 1 4 1 5 3 63 4 3 5 3 .. 3 4 .. .. 2 1 2 3 4 4 .. 2 2 5 .. .. 1 5 6 59 2 3 5 3 3 4 2 1 3 3 .. 2 5 4 2 .. 1 3 4 .. 6 .. 5 3 64 4 4 3 4 .. 5 3 1 .. 3 8 4 10 2 4 .. 3 1 3 .. 5 1 7 3 78 48 37 45 41 10 35 38 17 14 26 33 32 45 53 33 .. 19 26 35 4 45 11 96 52 795

10 Jharkhand 11 Karnataka 12 Kerala 13 Madhya Pradesh 14 Maharashtra 15 Manipur-Tripura 16 Nagaland 17 Orissa 18 Punjab 19 Rajasthan 20 Sikkim 21 Tamilnadu 22 Uttarakhand 23 Uttar Pradesh 24 West Bengal Total

123

Annexure X

List of Participants in Focussed Group Discussions held at various Regional Centres

Guwahati : July 21-22,2009

1. Shri Anil Kr. Jha, IPS, IGP (Admn.), Assam 2. Shri A. Chakravarty, Jt. Secretary to the Govt. of Assam 3. Shri B.B. Mishra, ADG, Meghalaya 4. Shri Zorammania, Director, Fire & Emergency Services, Mizoram 5. Shri N. Payeng, DIG (HQ), Itanagar, Arunachal Pradesh 6. Shri L.L. Douyel, IG (HQ), Kohima, Nagaland 7. Shri Lalthianghlima Pachau, DIG (HQ), Imphal, Manipur

Bhopal : July 27, 2009

8. Shri S.K. Rout, Director General of Police, Madhya Pradesh. 9. Shri Nandan Dube, Addl. Director General of Police (Admn.), Madhya Pradesh. 10. Shri V.N. Kanwar, Addl. Director General of Police(Planning/Provisioning), M.P. 11. Shri Surendra Sinh, Addl. Director General of Police, Special Armed Force, M.P. 12. Shri P.L. Pandey, Addl. Director General of Police, Telecon., Madhya Pradesh 13. Shri R.K. Shukla, Addl. Director General of Police, Intelligence, M.P. 14. Shri D.M. Mitra, Addl. Director General of Police, Railways, M.P. 15. Shri V.K. Singh, I.G. of Police, Complaints, M.P. 16. Shri Swaran Singh, I.G. of Police, Hoshangabad Zone, M.P. 17. Dr. Shailendra Shrivastava, I.G. of Police, Bhopal Zone, M.P. 18. Dr. Vijay Kumar, I.G. of Police, Pers, M.P. 19. Shri U.C. Sarangi, I.G. of Police (Admn.), M.P. 20. Shri Sanjay V. Mane, I.G. of Police (Jail), M.P. 21. Smt. Anuradha Shankar, D.I.G. of Police (Intelligence), M.P. 22. Shri Sanjeev Shami, A.I.G. of Police (Special Branch), M.P. 23. Shri Jaideep Prasad, Superintendent of Police, Bhopal 24. Dr. G.K. Pathak, Superintendent of Police, Railways, M.P. 25. Shri K.B. Sharma, A.I.G. of Police (Welfare), M.P. 26. Shri Deepak Verma, A.I.G. of Police (Special Branch), Security, M.P. 27. Shri Arvind Saxena, A.I.G. of Police (Admn.), M.P. 124

Annexure X 28. Shri Vindo Choudhary, Addl. Chief Secretary, Home, Govt. of Madhya Pradesh 29. Shri Sarbjit Singh, Secretary to Chief Minister, Madhya Pradesh

Mumbai : August 6-7, 2009

30. Shri Prem Krishan Jain, Principal Secretary (Home), Maharashtra. 31. Shri Javed Ahmed, Addl. Director General of Police, Establishment, Maharashtra 32. Shri S.A. Kakkar, I.G. of Police (Estt.), Maharashtra 34. Shri Amitabh Pathak, Addl. Director General of Police, Administration, Gujarat. 35. Shri Nikhil Bhatt, Deputy Secretary (Home), Gujarat 36. Shri Jaswant Sampatram, Addl. Director General of Police, Vigilance, Rajasthan 37. Shri Arun Dev Gautam, D.I.G. of Police (Admn.), Chhattisgarh 38. Shri Yetindra Maralkar, Joint Secretary (Personnel), Goa.

Chandigarh : August 10-11, 2009

39. Shri S.K. Sharma, I.G. of Police, Training, Punjab 40. Shri Kuldeep Singh, D.I.G. of Police, Provisioning, Punjab 41. Shri B.S. Sandhu, I.G. of Police (Modernisation), Haryana 42. Shri K. Selvaraj, I.G. of Police (Personnel), Harayana 43. Shri Shatrujeet Kapur, D.I.G. of Police, Crime, Haryana 44. Shri B. Kamal Kumar, Addl. Director General of Police, APT, Himachal Pradesh 45. Shri J.R. Thakur, D.I.G. of Police, Admn., Himachal Pradesh 46. Shri Ram Lubhaya, I.G. of Police (Pers./Trg.), Jammu & Kashmir 47. Shri Mahavir Singh, D.I.G. of Police, Chandigarh, U.T.

Kolkata : August 24-25, 2009

48. Shri Vageesh Mishra, Addl. Director General of Police, Administration, West Bengal 49. Shri P.K. Datta, Spl. I.G. of Police, IPS Cell, West Bengal 50. Shri Krishna Chaudhary, Director, Bihar Police Academy, Bihar 51. Shri Arun Kumar Sarangi, I.G. of Police, Law & Order, Orissa 52 Shri Ajay Kumar Singh, I.G. of Police (HR), Jharkhand 53. Shri Abhijit Datta, Addl. Director General of Police, Intelligence, Sikkim

Hyderabad : August 27, 2009

54. Shri Umesh Kumar, Addl. Director General of Police, Andhra Pradesh 55. Shri A.K. Khan, Addl. Director General of Police, Law & Order, Andhra Pradesh 125

Annexure X 56. Shri H.C. Kishore Chandra, Addl. Director General of Police, Karnataka

Chennai : September 16, 2009

57. Shri Sanjeev Kumar, I.G. of Police, Hqrs., Tamilnadu 58. Shri P.C. Lallwm Sanga, I.G. of Police (Modernisation), Tamilnadu 59 Shri B. Shamoondeswari, A.I.G. of Police (Admn.), Tamilnadu 60. Shri S. Aananthakrishnan, I.G. of Police, Hqrs., Kerala 61. Shri V. Renganathan, Superintendent of Police, South A&N Islands 62. Shri S.B.K. Singh, D.I.G. of Police, Puducherry Delhi : September 30, 2009 63. Shri Neeraj Kumar, Spl. Commr. of Police (Admn.), Delhi 64. Shri S.B. Deol, Spl. Commr. of Police (Sec. & AP), Delhi 65. Shri B.S. Brar, Spl. Commr. of Police (Intelligence), Delhi 66. Shri Deep Chand, Spl. Commr. of Police (P&I), Delhi 67. Shri Qamar Ahmed, Jt. Commr. of Police (Hqrs.), Delhi 68. Shri Ajay Kashyap, Jt. C.P., Southern Range, Delhi 69. Shri Satyendra K. Garg, Jt. C.P., Operations, Delhi 70. Mansoor Ali Syed, Jt. C.P., PHQ, Delhi 71. Shri Dharmendra Kumar, Jt. Commr. of Police, New Delhi

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Annexure XI

List of Participants of the Workshop held at Delhi on 01.10.09 to discuss & validate findings & tentative recommendations
1. Shri A.S. Gill, Director General, CRPF 2. Dr. P.M. Nair, IG (Ops.), CRPF 3. Shri A.P. Singh, Special Director, CBI 4. Shri Javaid Gillani, Addl. Director, CBI 5. Shri V. Rajagopal, Addl. Director, IB 6. Shri Prabhakar Alok, Joint Director, IB 7. Shri Arvind Ranjan, IG (Pers.), B.S.F. 8. Shri Sudeep Lakhtakia, IG, SPG. 9. Shri Anshuman Yadav, AIG, SPG 10. Shri P.R.K. Naidu, IGP, NCRB 11. Shri G.H.P, Raju, Dy. Director, N.P.A. 12. Shri Rajinder Khanna, Joint Secretary, R&AW 13. Shri G.M.P. Reddy, IGP, RPF, Chennai 14. Shri P.K. Mehta, IG, RPF, Northern Railways 15. Shri R. Jaruhar, Director, BPR&D 16. Shri S.P. Vaid, Director, BPR&D 17. Shri K.B. Singh, ITBP 18. Shri S.K. Gautam, DIG (Pers.), SSB 19. Shri B.K. Maurya, DIG (Int.). SSB

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