Recruitment Plan (2009-2020)

for Indian Police Service

Final Report

Kamal Kumar, IPS (Retd.)

Ministry of Home Affairs Government of India

October 2009

i

Contents

Chapter 1. Introduction

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

Chapter 2. Causes leading to Shortages of IPS manpower

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

Chapter 3. Realistic Status of Shortage of IPS Strength

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

Chapter 4. Measures to Fill Posts in Direct Recruitment Quota

4.1. Need to Stagger Recruitment 19 4.2. Range of Options 19 4.3. Preferable Options 21 4.3.2. Augmentation of Intake through Civil Services Examination 22 4.3.3. Appointment of Professionals on Contract/Deputation Basis for

Specialized Jobs 22 4.3.4. Induction through Limited Competitive Examination (LCE) 23

Chapter 5. Recruitment Plan for Direct Recruitment Quota for 2009-2020

5.1. Broad principles followed 24 5.2. Induction through Civil Services Examination 25 5.3. Recruitment through Limited Competitive Examination 26 5.4. Appointment of Professionals for Specialized Jobs 27

Chapter 6. Promotion Quota Vacancies

6.1. Extent of Vacancies 28 6.2. Existing Process of Filling up Promotion Quota Vacancies 28 6.3. National Police Commission’s View on Filling Promotion

Quota Vacancies 31

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6.4. Second Administrative Reforms Commission’s Recommendation 32

6.5. UPSC’s proposal 32 6.6. What needs to be done? 34

Chapter 7. Training and Change Management Needs

7.1. Training Needs 36 7.2. Change Management Needs 37

Chapter 8. Requirement of IPS Officers for Central Police Organisations

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

Chapter 9. Policy Issues

9.2 Determination of Cadre Strength for IPS 46 9.3 Resignations and Voluntary Retirements 47 9.4 Perennial Shortage of IPS Officers in some NE States 47 9.5 Compliance of IPS (Cadre) Rules by States 48 Chapter 10. Summary of Recommendations

10.2 Process of Determining the IPS Cadre Strength 49 10.3 Recruitment Plan 50 10.4 Filling up Promotion Quota Vacancies 52 10.5 Training and Change Management Needs 54 10.6 Requirement of IPS Officers for CPOs 55 10.7 Policy Issues 57 Annexure I : Extent of vacancies in the authorized cadre strength of IPS

(as per Civil List as on 01.01.2009) 63 Annexure II : Summary of Recommendations of the Workshop held on

May 22, 2009 at National Police Academy, Hyderabad 64 Annexure III : HR Issues relating to the Project – Report of HR Consultant,

Prof S. Ramnarayan 67 Annexure IV : List of posts being operated under 'State Deputation

Reserve' (including 'Ex-cadre/'Non-cadre' posts) in different States 84

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Annexure V : Latest Cadre Review Notifications with dates of different

State Cadres issued by DoPT 95 Annexure VI : Latest Position of shortages of IPS Officers in

different State Cadres (As obtained from the States) 96 Annexure VII : List of Ex-cadre Posts for Immediate Encadrement 97 Annexure VIII : List of Posts Required under Expansion Plans 116 Annexure IX : No. of IPS Officers (Regular Recruits) due to retire

from Service during 2009-2020 (As per Civil List of 01.01.2009) 122

Annexure X : List of Participants in Focussed Group Discussions

held at various Regional Centres 123 Annexure XI : List of Participants of the Workshop held at Delhi

on 01.10.09 to discuss & validate findings & tentative recommendations 126

 

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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 cutting-

edge 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-à-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.

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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).

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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 Consultant’s 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 Consultant’s report and recommendations

are incorporated in Annexure-III.

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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.

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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

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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 Batch Total Intake Actual Intake Drop-outs

2002 2003 56 49 7

2003 2004 88 77 11

2004 2005 88 80 8

2005 2006 103 90 13

2006 2007 103 89 14

Total 438 385 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

India’s 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

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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; long-

term 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

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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.

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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 Total strength of police manpower *

Authorised IPS strength

Madhya Pradesh 76,826 231

Maharashtra 2,01,251 236

Tamil Nadu 1,02,421 236

West Bengal 83,377 278

Rajasthan 72,626 184

Punjab 71,869 144

Delhi 79,450 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 counter-

productive 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

10

the State Deputation Reserve (SDR) against which these ‘ex-cadre’ posts are reckoned is

pervasive, as is borne out from the following table:

S.No. State Authorised

Strength of SDR Actual number of

SDR posts

1. Andhra Pradesh 28 57

2. AGMUT 27 102

Assam 16 39 3.

Meghalaya 5 11

4. Bihar 26 59

5. Chhattisgarh 11 23

6. Gujarat 22 62

7. Haryana 16 38

8. Himachal Pradesh 10 14

9. Jammu & Kashmir 18 60

10. Jharkhand 15 24

11. Karnataka 23 39

12. Kerala 19 24

13. Madhya Pradesh 31 53

14 Maharashtra 32 150

Manipur 9 14 15

Tripura 7 19

16 Nagaland 8 6

17 Orissa 21 24

18 Punjab 19 26

19 Rajasthan 25 58

20 Sikkim 4 10

21 Tamilnadu 32 76

22 Uttar Pradesh 55 71

23 Uttarakhand 8 17

24 West Bengal 38 76

Total 525 1152

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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. 30 years or more 2

2. Between 25 & 30 years 4

3. Between 20 & 25 years 5

4. Between 15 & 20 years 4

5. Between 10 & 15 years 2

6. Between 5 & 10 years 5

7. For 5 years or less 16

2.5.5. The case of Madhya Pradesh is only illustrative. Similar malaise, in varying degrees,

afflicts practically all the State cadres.

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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 India’s 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 long-

term 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.

3 Vide Government of India, Department of Personnel & Administrative Reforms letter No.6/10/68-

AIS(I) dated 27.2.1968. 4 Vide Government of India, DoPT Notification No.11033/7/94-AIS(II)-B dated 10.03.1995

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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:

Strength of Cadre Posts Increase State

Pre-2009 After 2009 Review

No. Percentage After a gap of

Andhra Pradesh 113 123 10 8.9% 6 years

Assam 63 68 5 7.9% 7 years

Kerala 75 78 3 4% 8 years

Rajasthan 100 105 5 5% 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

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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.

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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 ‘ex-

cadre’ 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.

16

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

17

(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.

18

3.5.2. Adding the two, the net vacancy position will be as follows:

Existing shortages as on 01.01.2009 .. 657

Increase in cadre strength due to encadrement of ex-cadre posts 1.85 x 494) .. 914 ---------- Total .. 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

Promotion Quota

Total

Existing vacancies 414 243 657

Increase in cadre strength due to encadrement of ex-cadre posts

637

277

914

Expansion Plan posts 82 41 123

Total 1133 561 1694

3.5.5. The recruitments against the two quotas are to be made through two different

processes, which are discussed in succeeding chapters.

19

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) Augmentation of IPS seats in the annual Civil Services Examination maximally,

(ii) 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,

20

(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.

21

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 SP-

level 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 Army’s 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,

22

(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).

23

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) Existing vacancies at the level of SP can, thus, be filled up fast.

4.3.4.3. 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.

24

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 today’s 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 Through

LCE Contract / Deputation

Appointment

Total for the year

Cumulative Total

2009-10 130 .. 50 180 180

2010-11 130 65 .. 195 375

2011-12 130 65 .. 195 570

2012-13 130 65 .. 195 765

2013-14 130 65 .. 195 960

25

2014-15 130 65 .. 195 1155

2015-16 130 65 .. 195 1350

2016-17 130 58 .. 188 1538

2017-18 130 .. .. 130 1668

2018-19 130 .. .. 130 1798

2019-20 130 .. .. 130 1928

Total 1430 448 50 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 1970’s, 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.

26

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.

27

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 do’s and don’ts 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.

28

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 time-

consuming. 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 Government’s view thereon, and

8) Final approval of the Select List by UPSC and notification of the same by the

Central Government

29

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. Cadre Number of vacancies

Year of vacancies

Status

02 2008 Proposal received from State Govt. 1. Andhra Pradesh

04 2009 -do-

01 2007 Proposal received from State Govt.

05 2008 -do-

2. Assam

02 2009 -do- 07 2007 Selection Committee Meeting fixed 05 2008 Vacancies confirmed by Govt. of India

3. Bihar

08 2009 -do- 01 2008 Vacancy intimated by State Govt. 4. Chhatisgarh 2009

5. Gujarat 03 2009 Vacancies confirmed by Govt. of India 01 2007 Vacancy intimated by State Govt.

Nil 2008

6. Haryana

Nil 2009

01 2007 Vacancies confirmed by Govt. of India 2008

7. Himachal Pradesh

2009 04 2007 Proposal received from State Govt. 02 2008 -do-

8. Jammu & Kashmir

03 2009 -do- 9. Jharkhand 2009 10. Karnataka 06 2009 Vacancies confirmed by Govt. of India

1 Source: UPSC

30

S.No. Cadre Number of vacancies

Year of vacancies

Status

02 2008 Proposal received from State Govt. 11. Kerala 05 2009 Vacancies confirmed by Govt. of India

12. Maharashtra 03 2009 -do- 13. Madhya

Pradesh 01 2009 Selection Committee Meeting held on

17.06.2009 14. Manipur 5 2009 Vacancies confirmed by Govt. of India 15. Meghalaya Nil 2009

01 2008 -do- 16. Nagaland Nil 2009 37 2006 Vacancies confirmed by Govt. of India 04 2007 -do- 2008

17. Orissa

2009 08 2002

02 2003

02 2004

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

Nil 2005 Nil 2006 02 2007 Vacancies confirmed by Govt. of India

18. Punjab

Nil 2008 Vacancies confirmed by Govt. of India 01 2009 19. Rajasthan 06 2009 Selection Committee Meeting fixed

Nil 2008 20. Sikkim Nil 2009

21 Tamil Nadu 01 2009 Vacancy confirmed by Govt. of India 04 2006 Court stay due to dispute of seniority

Nil 2007

01 2008 -do-

22 Tripura

Nil 2009

23 Uttar Pradesh 13 2008 Proposal received from State Govt.

14 2009 Court stay due to dispute of seniority

24. Uttarakhand Nil 2009

31

S.No. Cadre Number of vacancies

Year of vacancies

Status

25. West Bengal 03 2009 Vacancies confirmed by Govt. of India 03 2008 26. AGMUT 06 2009

-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 Commission’s 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 officer’s

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

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

32

UPSC Board (200 marks), and (iv) Assessment of physical fitness by a Selection Board

through some tests (100 marks).

6.4. Second Administrative Reforms Commission’s 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. UPSC’s 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 Commission’s 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 three-

tiered induction process, consisting of:

33

(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.

34

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 latter’s 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.

35

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.

36

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 Academy’s 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

37

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 UPSC’s 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.

38

For regular inductees into the IPS through UPSC’s 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.

39

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

Bureau’s 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

No. of officers available

Shortage

1. IB 194 110 84

2. CBI 102 69 33

3. CRPF 48 22 26

4. BSF 39 21 18

5. CISF 22 15 7

6. SSB 15 11 4

7. ITBP 14 10 4

8. NSG 4 3 1

40

9. SPG 16 12 4

10. BPR&D 7 7 ..

11. NPA 16 13 3

12. NEPA 2 1 1

13. NICFS 1 1 ..

14. NCRB 7 5 2

15. BCAS 3 3 ..

Total 490 303 187

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

S.

No.

CPO

Existing Expansion Plan

Total

No. of officers

available

Shortage

1. IB 194 87 (27*) 221 110 111

2. CBI 102 14 116 69 47

3 CRPF 48 9 57 22 35

41

4 BSF 39 2 41 21 20

5 CISF 22 .. 22 15 7

6 SSB 15 7 22 11 11

7 ITBP 14 2 16 10 6

8 NSG 4 2 6 3 3

9 SPG 16 .. 16 12 4

10 BPR&D 7 .. 7 7 ..

11 NPA 16 14 30 13 17

12 NEPA 2 2 4 1 3

13 NICFS 1 - 1 1 ..

14 N.C.R.B. 7 1 8 5 3

15 BCAS 3 1 4 3 1

Total 490 81 571 303 268

* IB’s 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.

42

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

43

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

44

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

45

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.

46

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.

47

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 Government’s 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

48

State concerned, irrespective of the availability of a vacancy in the ‘insider quota’, in the year’s

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 SP’s 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

49

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.

50

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

51

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. (Para 4.1.1)

(7) 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. (Para 4.3.1)

(8) 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

52

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. (Para 5.5.2)

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(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 UPSC’s 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.

54

(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. (Para 6.6.2)

(23) 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)

55

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. (Para 7.1.2.)

(26) 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 UPSC’s 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

56

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.

57

(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.

58

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. (Para 8.7.6)

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)

(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

59

concerned, irrespective of the availability of a vacancy in the ‘insider quota’, in the

normal course, in the year’s 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.)

Annexure – I

60

Extent of Vacancies in the Authorised Cadre Strength of IPS

(As per Civil List as on 01.01.2009)

S.No. Cadre Authorised Strength Actual in position Vacancies

D.R. P.Q. Total D.R. P.Q. Total D.R. P.Q. Total

1 Andhra Pradesh 146 63 209 132 57 189 14 6 20

2 AGMU 137 59 196 112 50 162 25 9 34

3 Assam/Meghalaya 107 46 153 93 36 129 14 10 24

4 Bihar 135 58 193 113 38 151 22 20 42

5 Chhattisgarh 57 24 81 53 21 74 4 3 7

6 Gujarat 112 49 161 95 43 138 17 6 23

7 Haryana 82 35 117 78 34 112 4 1 5

8 Himachal Pradesh 52 23 75 47 15 62 5 8 13

9 Jammu & Kashmir 74 61 135 58 52 110 16 9 25

10 Jharkhand 77 33 110 70 29 99 7 4 11

11 Karnataka 120 52 172 95 38 133 25 14 39

12 Kerala 99 43 142 83 36 119 16 7 23

13 Madhya Pradesh 161 70 231 146 67 213 15 3 18

14 Maharashtra 165 71 236 144 65 209 21 6 27

15 Manipur-Tripura 85 36 121 76 25 101 9 11 20

16 Nagaland 42 18 60 23 17 40 19 1 20

17 Orissa 111 48 159 96 1 97 15 47 62

18 Punjab 101 43 144 86 28 114 15 15 30

19 Rajasthan 129 55 184 109 44 153 20 11 31

20 Sikkim 22 10 32 21 10 31 1 .. 1

21 Tamilnadu 165 71 236 126 60 186 39 11 50

22 Uttar Pradesh 282 122 404 240 95 335 42 27 69

23 Uttarakhand 42 18 60 39 17 56 3 1 4

24 West Bengal 194 84 278 148 71 219 46 13 59

414 657

No. of IPS Probationers of 2008 batch 100 100 (-) 100 (-) 100

Total 2697 1192 3889 2383 949 3332 314 243 557

Annexure – II

61

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) Given the magnitude of vacancies, looking for additional requirement avenues seems to be a desirable solution, in the short and medium term.

(ii) 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 year’s 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

Annexure – II

62

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.

(ii) 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.

(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-à-vis the number of officers in the State Cadres requiring to undergo CPO postings as mandatory eligibility for their promotions to different ranks.

Annexure – II

63

(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.

Annexure – III

64

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 we’re 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.

Annexure – III

65

Figure 1: Steps in Strategic Staffing

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

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 

future to implement organizational plans effectively  

Identifying the staffing resources that are currently available 

Projecting the supply of talent that will be available in the future for which 

requriements  have  been  defined  considering  retirements,  planned 

movement, turnover, etc. 

Calculating specific differences between anticipated demand and forecasted 

supply 

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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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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 non-traditional 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 don’t 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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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,

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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 doesn’t 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

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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 Orientation–Behaviour (FIRO–B), 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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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.

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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.

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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 don’t 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 person’s best guess of what you want to hear. But you don’t 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 yourself…Where would you like to be in five years?” Most of the time, we tend to get a sense of the person’s 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 person’s self confidence. But if we are expecting a well-rounded sense of the person’s 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 person’s 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 don’t 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:

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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 behavior—behavior that the candidate

is highly likely to repeat—you 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

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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 in-house 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.

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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 UPSC’s 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 UPSC’s 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?

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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;

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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 organization’s 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?

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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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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 co-opted 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.

…

Annexure – IV

81

List of posts being operated under 'State Deputation Reserve' (including 'Ex-cadre/'Non-cadre' posts) in different States

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

1. Andhra Pradesh 1 ADGP, Welfare 12.03.2003 30 Comdt., IR Bn.* 2 Commr., P, S&S Purchase 02.04.1983 31 Comdt., IR Bn.* 3 ADGP, Organisation 19.03.2002 32 Comdt., IR Bn.* 4 ADGP, Coordination 19.03.2002 33 ADGP, OCTOPUS 5 ADGP, Sports 14.10.2008 34 IGP, OCTOPUS 31.10.2007 6 IGP, Organisation 14.02.1989 35 DIGP, OCTOPUS 01.01.2008 8 IGP, Recruitment 24.07.1992 36 SP, OCTOPUS 9 DG - ACB 02.01.1961 37 DGP, SPF 27.03.1991

10 DG, V&E, GA (V&E) Dept. 05.06.1986 38 ADGP, Training 03.09.2007 11 IGP (Task Force), (V&E) 14.05.2008 39 Addl. Director, APPA 14.05.2008 12 DIG, V&E, GA (V&E) Dept. 08.03.2004 40 Jt. Director, APPA 26.03.1991 13 Addl. Director, ACB 41 Jt. Director, APPA 14 SP, V&E, Rajahmundry 10.02.1999 42 DIG, Training 15 RV & EO, Visakhapatnam 01.12.1985 43 Principal, PTC, Warangal 16 IGP - CID 21.08.2002 44 Principal, PTC, Vizianagaram 17 IGP, CI Cell 45 IGP, Guntur Range 18 ADG, Home Guards 02.11.2003 46 ADGP, Railways 24.11.1978 19 Addl. CP, Coordination, Hyd 19.03.2002 47 DIGP, Railways, Sec’bad 07.11.1994 20 Addl. CP, Crimes, Hyd. 06.05.1993 48 Chairman, Road Safety Authority 21 Jt. CP, Administration 25.05.2001 49 ADG/Controller, Legal Metro. 06.11.1976 22 Jt. CP (Sec. & Coord.), Hyd 08.07.2008 50 DG&IG Prisons & Cor. Serv. 11.02.1955 23 DCP, Crimes, Cyberabad 26.03.2003 51 DG, Drugs & Copy Rights 29.08.1996 24 DCP, Security 04.02.2004 52 OSD, AP Bhawan 08.07.2008 25 DCP, International Airport, Hyd 02.03.2008 53 Spl. Secy. IT & C Dept. 18.04.1980 26 DGP, APSP Bns. 24.04.1979 54 Member, Commnte. of Inquiries 27 DIG, Marine Police, Visag 30.12.2006 55 Spl. Secy., Home Dept. 15.10.2001 28 Comdt., IR Bn.* 56 Addl. Secy. To CM 27.10.2004 29 Comdt., IR Bn.* 57 Dir., Proh. & Excise 19.03.2002

2. AGMUT Arunachal Pradesh

1 AIG, Establishment 7 Comdt. IR Bn. 2 AIG, Administration 8 SP, Anjaw 3 Comdt. Bn. 9 SP, Crime 4 Comdt. Bn. 10 SP, Security 5 Comdt. IR Bn. 11 SP, Special Branch 6 Comdt. IR Bn. 12 Principal, PTC

Goa

Annexure – IV

82

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

1 DIG, CID Intelligence 30.09.2003 6 SP Hqrs. 2 SP, CID 1990-2005 7 SP, Traffic 1984 3 SP, Training 1976 8 SP ANC 1989 4 SP ACB 04.12.2002 9 Dy.CG, HG 1981 5 Comdt. IR Bn. 30.03.2007 Mizoram

1 SP, CID, SB 1972 8 CO, 1st Bn, MAP 1972 2 SP, CID, Crime 1976 9 CO, 2nd Bn. MAP 1987 3 SP, Security 1992 10 CO, 3RD Bn. MAP 1994 4 SP, ACB 1981 11 Director, ACB 2009 5 AIGP-1 1975 12 Director, Fire Service 2008 6 AIGP-II 1975 13 DIG, Southern Range 2008 7 Principal, PTC 1982 Delhi

1 Spl. CP, P&I and DPRU* 20.09.2008 30 Addl. DCP - XI Bn. 13.12.2004 2 Spl. CP, Welfare* 27.01.2009 31 Addl. DCP - XII Bn 13.12.2004 3 Jt. CP, Hqrs. 16.10.2001 32 Addl. DCP - XIII Bn 21.02.2005 4 Jt. CP,PHQ 08.06.2009 33 Addl. DCP - XIV Bn. 22.03.2006 5 Jt. CP, Recruitment 22.09.2008 34 Addl. DCP - XV Bn. 22.03.2006 6 Addl. CP, L&B 01.11.2007 35 VP, PTC, Wazirabad & DCP Rec. 05.03.2009 7 Addl. CP, Licensing 21.01.2008 36 Addl. DCP, Traffic (PM) 05.11.1987 8 Addl. CP, Recruitment 22.12.2008 37 Addl. DCP, Traffic 28.05.1996 9 DCP, HQ (III) 16.07.1990 38 DCP/Addl. DCP, Traffic 03.09.2007

10 DCP, DE Cell 09.04.2006 39 Addl. CP, East District 31.08.2009 11 Jt. CP, Special Cell (SB) 24.06.2004 40 Addl. CP, New Delhi District 31.08.2009 12 DCP, Sec. (PM) 05.01.1987 41 DCP, South East 18.11.2008 13 DCP, Security 24.09.1981 42 DCP, Outer 18.11.2008 14 DCP, Security 24.09.1981 43 Spl. CP, Commonwealth Games* 29.07.2009 15 DCP, Security 24.09.1981 44 Jt. CP, Commonwealth Games 05.04.2006 16 DCP, Special Cell (SB) 12.09.1988 45 DG (Prisons) 17 DCP, Supreme Court Security 05.11.1993 46 Addl. DG, Home Guards 18 Addl. DCP, Security (PM) 05.01.1987 47 IG, Disaster Management, HG 19 Addl. CP, RP Bhawan 26.06.1987 48 C.V.O., M.C.D. 20 DCP/Addl. DCP, RP Bhawan 12.04.2001 49 Dy. Director, Civil Defence & HG 21 DCP/Addl. DCP, RP Bhawan 12.04.2001 50 DCP, Anti-Corruption Branch 22 DCP/Addl. DCP, RP Bhawan 12.04.2001 51-53 DCP, 8th, 9th & 10th Bns. 24.09.1981 23 DCP, Addl. DCP, RP Bhawan 12.04.2001 54-58 IR Bns. (5) 21.02.2005 24 DCP/Addl. DCP, RP Bhawan 12.04.2001 25 DCP, Special Branch 04.08.1980 26 DCP, Vigilance 20.08.1964 27 Spl. CP, A.P.* 30.09.2009

Annexure – IV

83

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

28 Spl. CP, Anti-Riot Cell* 24.09.2009 29 DCP - 1st Bn. DAP 21.06.1976

Other UTs A&N Islands

1 SP, Anti-corruption 3 Commandant IRB 2 SP, HQ & CID 4 SP, North & Middle Andaman Chandigarh

1 SP, deputed from Punjab 2 SP, deputed from Haryana 3 Comdt., IR Bn. Puducherry

1 SSP, Puducherry 2 SSP, Karaikal 3 Comdt., IR Bn. 3. Assam

1 DG, CD & CG HG (DGP) 24.04.1988 21 SP, Hailakkandi 30.03.1998 2 DGP (V&AC) 22.05.2008 22 SP, Morigaon 03.03.1998 3 Director, SFSO (DGP) 23 SP, Udalguri 09.12.2004 4 DGP (Border), Assam 22.05.2008 24 AIGP, Re-organisation 03.03.1998 5 ADGP (CID) 09.08.1999 25 SP, CID 03.03.1998 6 ADGP (L&O) 09.08.1999 26 SP, SB (General) 03.03.1998 7 ADGP (OSD) 01.12.2006 27 SP (V&AC-II) 03.03.1998 8 IGP (OSD) 26.03.1982 28 Comdt. 15th AP (IR) 9 IGP (V&AC) 09.06.2006 29 Comdt. 16th AP (IR)

10 IGP, BTAD KJR 11.06.2004 30 Comdt. 19th AP (IR) 11 IGP, Special Operation Unit 15.09.2007 31 Comdt. 20th AP (IR) 12 IGP, STF 09.04.2008 32 Comdt. 21st AP (IR) 13 Director, Prosecution (IGP) 33 Comdt. 22nd AP (IR) 14 DIG, SB 05.05.1992 34 Comdt. 23rd AP (IR) 15 DIG, Security 19.09.1987 35 Comdt. 24th AP (IR) 16 DIG, CR, Diphu 03.12.2004 36 Comdt. 1st APTF Bn. 03.03.1998 17 SP, Bongaigaon 03.03.2008 37 Comdt. 2nd APTF Bn. 03.03.1998 18 SP, Baksa 07.06.2004 38 Comdt. Commando Bn. 19 SP, Chirang 07.06.2004 39 Addl. SP (HQ) 03.03.1988 20 SP, Hamren 24.01.2008

Meghalaya

1 DG, CD & HG 25.11.2005 7 IGP (SB) 22.07.1992 2 Comdt. Gen. HG & CD 05.09.2001 8 IGP (PHQ) 13.02.2009

Annexure – IV

84

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

3 ADGP (L&O) 12.08.2005 9 AIG (Admn.) 06.07.2005 4 ADGP (R/PR) 12.08.2005 10 SP (Reoroganisation) 10.02.2009 5 IGP (Training) 30.05.1996 11 ADG, Prisons 16.07.2007 6 IGP (R/PR) 01.01.1994 4. Bihar

1 CMD Bihar Police Bldg. Con 18.10.1996 31 IG, Spl. Vigilance Unit 09.09.2006 2 ADG Training 01.12.1992 32 CVO, Bihar State Coop Bank 26.10.2007 3 ADG, Law and Order 22.11.2006 33 ADC to Governor 18.12.1990 4 ADG Tech. Services & Com. 08.04.2008 34 AIG, Inspection 5 Director, B.P.A. 01.09.2008 35 SP, STF 6 ADG, Modernisation 21.06.2000 36 Comdt., Home Guards (SP) 7 ADG, Railways 05.08.2008 37 Comdt., Home Guards (SP) 8 ADG, SCRB 08.04.2008 38 IG, Vigilance Inves. Bureau 9 IG, Provisioning & Budget 09.04.2008 39 SP, Vigilance

10 DIG, Cooperative Cell, CID 29.07.2008 40 SP, Vigilance 11 SP (B), Special Branch 24.04.1992 41 SP, Special Branch 12 CO BMP 11, Jamui 20.12.2005 42 SP, Security, SB 13 CO BMP 12 Saharsa 06.10.2003 43 SP, Weaker Sections, CID 14 CO BMP 16, Patna 1983 44 SP, Food Cell, CID 15 CO BMP 9, Jamalpur 09.08.1964 45 Comdt. BMP 4th Bn. 16 SP, Co-operative Cell, CID 16.05.1997 46 Comdt. BMP 1st Bn. Patna 17 CO BMP 13, Darbhanga 14.12.1971 47 Comdt. BMP, 3rd Bm. Gaya 18 AIG, Wireless 16.10.1990 48 Comdt. BMP 14th Bn. Patna 19 AD, Bihar Police Academy 23.09.2008 49 AD (Trg.), BPA 20 SP (D), CID, Anti Dacoity 26.03.1991 50 Principal, CTS, Nathnagar 21 CO, BMP 10, Patna 01.08.1989 51 S.O. to Zonal IG, Patna 22 SP, Railways, Jamalpur 24.01.1982 52 S.O. to Zonal IG, Muzaffarpur 23 SP, Traffic, Patna 28.04.1990 53 S.O. to Zonal IG Darbhanga 24 Civil Defence Commr. (DG) 27.10.2007 54 S.O. to Zonal IG Bhagalpur 25 DG (Vig) Bihar State Elec. B 09.04.2008 55 Dy. Dir., B.P.A. (DIG) 26 DG, Bihar Bhavan, New Delhi 09.12.2008 56 SP, City Patna East 27 Dir. Bihar State Sports Author 06.03.1991 57 SP, City Patna West 28 CVO, Bihar State Coop. Mark 01.12.2006 58 SP, Traffic 29 Spl. Secy. Home (Spl) Dept 11.09.1989 59 AIG, Railways Patna 30 IG, State Human Rights Com 26.11.2008

5. Chattisgarh

1 ADG, CID, PHQ 12.03.2001 13 AIG, Accounts 00.01.2001 2 ADG CAF/Trg, PHQ 27.11.2000 14 AIG, Planning 10.04.2004 3 IGP Admn. PHQ 10.04.2008 15 AIG, Admn. 01.11.2001 4 IGP P&P, PHQ 27.01.2009 16 AIG, Nomination & Selection 10.04.2004 5 IGP, Durg Range 14.01.2009 17 SP, STF 23.10.2007

Annexure – IV

85

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

6 IGP, Sarguja Range 15.08.2001 18 SP, SIB 01.11.2001 7 DIG, Rail / Traffic, PHQ 05.02.2007 19 Addl. SP., Gorela 04.01.2002 8 DIG Dantewara Range 25.09.2006 20 SP, Ops, Gariyaband 25.05.2009 9 DIG, CAF Bilaspur 23.06.2007 21 SP, Railways

10 DIG SIB, PHQ Raipur 14.08.2008 22 SP, Surajpur 11 AIG, CID, PHQ 00..11.2001 23 SP, STF-II 12 AIG, Telecom 16.08.2005

6. Gujarat

1 ADGP, SC/ST & Weaker Section 32 DCP, Crime, Surat 2 IGP, Law & Order* 33 Commr. of Police, Rajkot* 3 IGP (Enqurieis)* 34 IG - Armed Unit 4 IGP, SCRB/Computer Centre 35 DIG, Armed Unit 5 SP, Operation 36 Comdt., Gr.I, Vadodara 6 SP, M.T. 37 Comdt. Gr. II, Ahmedabad 7 SP, Wireless 38 Comdt. Gr. V, Ahmedabad 8 Jt. Director, CDO 39 Comdt. Gr. VIII, Gondal 9 Jt. Director, ACB 40 Comdt. Gr. XII, Gandhingar

10 IG - Security 41 Comdt. Gr. XIII, Rajkot 11 DIG (Intelligence) 42 Comdt. SRPF, ONGC, Mehsana 12 SP, Intelligence 43 Principal, PTS, Vadodara* 13 SP, Intelligence 44 Jt. Director, SPA 14 SP, Intelligence 45 ADGP, Surat Range* 15 SP, VIP Security 46 ADGP, Vadodra Range* 16 IGP, CID (Crime)* 47 DIG, Gandhinagar Range** 17 DIG, CID (Crime) 48 DIG, Junagadh Range** 18 DIG, Women Cell 49 DIG, Rajkot Range** 19 DIG, SCRB 50 DIG, Ahmedabad Range 20 SP, CID (Crime) 51 SP, Tapi 21 Jt. CP, Sector-II 52 IGP, Railways* 22 Jt. CP, HQ, Ahmedabad* 53 IG, Prisons 23 Jt. CP, Sector-I, Ahmedabad 54 MD, GPHC, Gandhinagae 24 Jt. CP, Traffic, Ahmedabad 55 ADGP, HR Commission 25 DCP, Control Room, Ahmedabad 56 Secretary, Home Deptt. 26 DCP, Crime, Ahmedabad 57 IGP (Prisons) Ahmedabad* 27 DCP, Traffic, Ahmedabad 58 Executive Dir., GPHC 28 Jt. CP (Admn.), Vadodara 59 Director, CVO GUVNL, Vadodara 29 DCP, Crime, Vadodara 60 Executive Dir. (Vig), GSRTC* 30 Commr. of Police, Surat* 61 ADC to Governor 31 Jt. CP, Surat 62 SP, Central Prison, Ahmedabad

7. Harayana

1 IGP Haryana Armed Police 21.05.1985 20 SP, Crime-II 15.06.2006

Annexure – IV

86

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

2 DG, OSD, Rules 01.09.1986 21 Comdt. 3rd IRB 17.07.2006 3 MD HP Housing Corpn. 18.10.1989 22 IG, Telecommunication 12.06.2007 4 SP, Security-II 13.10.1995 23 IG, Modernisation 12.06.2007 5 SP, Ops., Hisar 09.02.1998 24 IGP, Railways & Commando 12.06.2007 6 IGP, Combined Trg. Institute 05.03.1999 25 IGP, State Vig. Bureau 12.06.2007 7 AIG, Traffic 10.03.2000 26 AIGP, Administration 12.06.2007 8 IGP, Finger Print Bureau 31.10.2001 27 SP, Commando 12.06.2007 9 IGP, Centre for Police Trg. 04.01.2002 28 Addl. SP, Rohtak 12.06.2007

10 Comdt. 2nd IRB 06.11.2002 29 SP, Home Guards 12.06.2007 11 ADG Human Rights & Litig. 13.04.2005 30 Commr of Police, Gurgaon 15.06.2007 12 IGP, State Vig. Bureau 11.08.2005 31 Jt. C.P., Gurgaon 15.06.2007 13 ADG, SCRB 21.10.2005 32 DCP (East) Gurgaon 15.06.2007 14 ADG, Police Reforms 21.10.2005 33 DCP (West), Gurgaon 15.06.2007 15 Jt. Dir., Police Academy 21.10.2005 34 ADG, Home guards 15.11.2007 16 DIG, CM's Flying Squad 21.10.2005 35 Director Sports 10.07.2000 17 SP, DGP's Flying Squad 21.10.2005 36 ADG Prisons 27.06.2003 18 Comdt. Gen. HG & CD 21.04.2006 37 Dir. Vig & Security HVPNL 31.12.2003 19 IG, Personnel 01.03.2006 38 CEO, Mewat Dev. Agency 31.03.2008

8. Himachal Pradesh

1 DGP / AP&T 8 SP, Security CID 13.09.1995 2 ADGP, Law & Order 9 DGP, SV & ACB 3 ADGP, R&T 10 ADGP, Prisons 11.08.1995 4 ADGP, Home Guards 31.03.1998 11 ADGP, HRC 29.04.2005 5 IGP, R&T 07.07.2005 12 ADC to Governor 27.02.1999 6 AIG, R&T 27.02.2009 13 SP, Lokayukta 27.02.1999 7 DIG, Police Rules 25.08.2000 14 SP, Prison 2003 9. Jammu & Kashmir

1 OSD (Prl. Res. Commr.'s Off.) 2007-30.4.09 23 CO JKAP 12th Bn. Since 2008 2 Transport Commr. J&K >30 years 24 SSP, Vigilance, S]Kashmir Since 2005 3 Vigilance Commr., J&K >30 years 25 SSP Railways, Srinagar Since 2009 4 IGP Pers/Training, PHQ Since 2008 26 SO to IG Jammu Zone Since 2008 5 IGP, Vigilance, J&K Since 2008 27 SSP Security Jammu Since 2008 6 IGP Telecom/FSL J&K Since 2008 28 SO to IGP Armed Since 2009 7 IG, Railways Since 2008 29 SSP CID HQ (Leave Res.) Since 2008 8 DIG, SSG (upgraded as IG) Since 2007 30 CO IR - 1st Bn. Since 2009 9 DIG Railways Since 2008 31 SSP Vigilance Since 2008

10 DIG Udr/Reasi Range Since 2008 32 AIG CIV PHQ Since 2009 11 DIG, Vigilance >20 years 33 CO IR - 8th Bn. Since 2008 12 DIG SKR Anantnag Since 1990 34 CO IRP - rth Bn. Since 2000 13 DIG Traffic, Kashmir Since 2008 35 AIG (Prov./Tpt) PHQ Since 2009 14 DIG, IR-Jammu Since 2009 36 CO JKAP - 8th Bn. Since 2009

Annexure – IV

87

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

15 DIG, IR Kashmir Since 2009 37 CO JKAP - 14th Bn. Since 2008 16 SSP Vigilance, Jammu Since 2008 38 SP East Srinagar Since 2008 17 SSP, AHJ Jammu Since 2009 39 SP South Srinagar Since 2008 18 Div. Comdt. HG, Jammu Since 2007 40 Addl. SP Sopore Since 2008 19 Principal, PTTI Vijaypur Since 2000 41-60 Commdt. IR Bns. (20) 20 SP Enforcement Since 2008 21 SSP Vigilance Since 2008 22 SSP Traffic NHW Ramban Since 2008

10. Jhakhand

1 DG, Vigilance 20.02.2008 14 SP, PTC, Padma 24.04.2007 2 ADG, Rail 08.12.2006 15 CO, JAP 10 08.12.2007 3 IG, SCRB 14.02.2007 16 SRP, Jamshedpur 22.02.2007 4 OSD, Police Mod. (IG) 15.02.2008 17 SO, STF 08.12.2008 5 IG, Provision 23.11.2007 18 CO, Home Guards 15.11.2007 6 DIG, Jungle Warfare 08.12.2008 19 IG, JSEB 14.09.2006 7 DIG, Rail 26.06.2008 20 IG, Home Guards 15.02.2007 8 DIG, JAP 16.02.2007 21 IG, Human Rights 27.11.2007 9 SP, Vigilance 04.10.2006 22 IG, STF 01.05.2008

10 CO, JAP 6 11.12.2006 23 IG, Police Modern. & Prov. 27.11.2007 11 SP, Khunti 12.09.2007 24 SP, JAPTC, Padma 15.11.2000 12 SP, Ramgarh 12.09.2007 13 CO, JAP 8 22.02.200

11. Karnataka

1 DGP & CMD, KSPHC 20.06.2006 21 IGP & Addl.COP, CAR 21.08.2006 2 DGP, COD, Spl. Units Nov-97 22 IGP, Economic Offences Jul-99 3 ADGP, Internal Security 20.06.2006 23 IG & Addl. Comdt. Gen. HG 4 ADGP (Recruitment & Trg.) Feb-00 24 IGP & Ex. Dir., KSPHC Ltd 12.07.2002 5 ADGP, DCRE, Bangalore Dec-88 25 SP & Principal, KSPTS 21.11.2008 6 ADGP, PCW 07.04.2003 26 SP, DCRE, Davanagere 21.02.2009 7 ADGP, Crime & TS Jul-91 27 ADGP, Prisons 01.07.2000 8 ADGP, TTM 24.10.1991 28 IGP, Forest Cell 29.04.1993 9 ADGP, COD, Bangalore Apr-06 29 IGP & Addl. Dir., Fire Services 17.07.2003

10 ADGP, Intelligence, Bangalore 11.07.2008 30 IGP Excise Enforce. Cell 25.09.2007 11 IGP & Director, KPA, Mysore 21.05.2005 31 Commissioner for Transport 29.07.2004 12 IGP, Training 32 IGP, BMTF May-97 13 IGP, Forest Cell 29.04.1993 33 IGP Water Resources Deptt. 17.07.2003 14 IGP, Railways 26.09.1998 34 IGP, Karnataka HRC 07.10.2005 15 IGP, Intelligence 21.02.2006 35 IGP, KPTCL 25.09.1999 16 IGP & Addl. COP Admn. 16.07.2003 36 IGP & Dir. (Pers.) KSRTC 02.07.2004 17 IGP & COP L&O 22.07.2004 37 Secy to Govt., Prisons etc. 27.04.1988 18 IGP Anti Terrorist Cell 16.09.1992 38 DIG & Dir., BMTC Jul-98

Annexure – IV

88

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

19 IGP, Internal Security 12.12.2008 39 DIG & Dir (SIV), BMTC 10.11.2000 20 IGP (Admn.) PHQ 23.05.2006

12. Kerala

1 CG, HG, CD & FR 1963 13 IGP, AP Bn. 02.02.2009 2 ADG, PCR 14.07.2005 14 IGP, Traffic 02.02.2009 3 ADG, Armed Police Bn 15 DIGP - Internal Security 16.02.2009 4 ADG, North Zone 03.07.2007 16 Commr. of Police, Kochi 26.02.2008 5 ADG, South Zone 02.07.2007 17 Commr. of Police, Tvm. 11.02.2006 6 ADG, Vig. & ACB 25.11.2006 18 Transport Commissioner 7 ADG/IG, Modernisation 1998 19 ADG, Prisons Aug-86 8 IGP, Ernakulam Range 09.07.2007 20 IGP, Prisons Aug-86 9 IGP, Trivandrum Range 09.07.2007 21 IGP & Addl. Excise Commr. 25.11.1998

10 IGP, Thrissur Range 28.06.2007 22 IGP & Addl. Excise Commr. 22.06.2005 11 IGP, Kannur Range 09.07.2007 23 Vig. Officer, Coop. Deptt. 13.03.2007 12 IGP, Vig. & ACB Jun-09 24 Director, Kerala Women Comn 14.03.1996

13. Madhya Pradesh

1 IG, SAF, HQ 01.09.1977 28 IG, In/STF 11.07.2007 2 IG, Training 21.02.1979 29 IG, Legal/Pers. 12.12.2007 3 AIG, F/P, PHQ 09.05.1981 30 IG, Shahdol Range 12.06.2008 4 AIG, PHQ 18.06.1982 31 SP, Alirajpur 17.06.2008 5 IG, Administration 28.05.1983 32 SP, Singroli 23.06.2008 6 AIG, PHQ 13.10.1983 33 IG, Narcotics, Indore 15.07.2008 7 IG, Intelligence 06.12.1986 34 DIG, ATC PHQ 22.08.2008 8 DG, Eco. Offences Wing 19.08.1987 35 IG, CID, Cyber Cell & PTRI 03.09.2008 9 IG, Adim Jati Kalyan (AJK) 02.09.1987 36 IG, Police Reforms 23.12.2008

10 SSP, Radio 14.07.1988 37 SP (AD), Chambal Range 21.02.2009 11 IG/OSD to DGP 01.09.1989 38 IG, CID .. 12 MD, Police Housing 28.08.1989 39 IG, Human Rights .. 13 Chairman, MP PHC 31.10.1990 40 SP, Ashoknagar .. 14 ADG, Railway Police 22.02.1993 41 SP, Lokayukt 15.07.1984 15 IG, SAF, Gwalior 01.08.1994 42 DIG, Dy. Tr. Commr. 21.01.1987 16 IG, Complaints 11.02.1994 43 IG, MP Elec. Board 00.02.1988 17 IG, Fire 08.11.1994 44 DIG, SBIE 21.03.1989 18 IG, Eco. Offences Wing 01.01.1996 45 IG, Director, Sports 29.07.1989 19 IG, SAF, Indore 21.04.1997 46 IG, Secretary, Home 05.07.1990 20 SP, Burhanpur 14.08.2003 47 IG, Lokayukt 07.07.1990 21 SP, Anuppur 15.08.2003 48 DIG, Addl. Sec. Home 30.11.1995 22 IG, Planning 26.02.2004 49 DG, Lokayukt 05.08.1996 23 DIG, PRTS 27.05.2004 50 Transport Commissioner 10.06.2000 24 IG, Provisioning 26.08.2004 51 IG, Jails 23.10.2008 25 IG, SAF, Jabalpur 09.05.2005 52 IG, Lokayukt 15.02.2008

Annexure – IV

89

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

26 Commandant, 35 Bn. 13.11.2006 53 DS, Home 02.12.2008 27 IG, Selection 30.12.2006

14. Maharashtra

1 ADG (Estt.)* 18.02.1999 67 DCP/SP, PCR, Kolhapur 10.09.2001 2 ADG (Admn.)* 07.08.1998 68 ADGP, SRPF, MS, Mumbai* 07.08.1998 3 ADG (P&C) 07.08.1998 69 Spl. IGP, SRPF, Pune* 07.08.1998 4 Spl. IGP (Estt.)* 07.08.1998 70 Spl. IGP, SRPF, Nagpur* 07.08.1998 5 AIG Chief Editor, Dakshata 27.07.1973 71 Comdt. SRPF Gr.III, Jalna 6 AIG Provisions, etc. 29.05.2005 72 Comdt. SRPF Gr.V, Daund 17.05.1965 7 SP, SPCR, Mumbai 17.02.2006 73 Comdt. SRPF, Gr. VI, Dhule 09.09.1965 8 Jt. CP, Traffic, Mumbai 07.08.1998 74 Comdt. SRPF, Gr.VII Daund 09.11.1965 9 Addl. CP, EOW* 05.11.2003 75 Comdt. SRPF, Gr.IX Amravati 17.06.1975

10 Addl. CP, East Region 76 Comdt. SRPF Gr.X, Solapur 18.11.1980 11 Addl. CP, HQ, Mumbai 07.08.2008 77 Comdt. SRPF Gr. XIII Nagpur 30.01.1993 12 DCP, HQ-II, Mumbai 78 Principal, SRPF Trg. Sch. Daund 29.08.2005 13 DCP, Port Zone, Mumbai 03.10.1965 79 Director, MPA (ADG)* 07.08.1998 14 DCP, Zone-XII, Mumbai 80 Spl. IGP, SSU, Mumbai* 14.06.2007 15 DCP, Detection, CB, CID 29.08.2005 81 SP, MPA, Nasik 26.02.2001 16 DCP, SB-1 (Protection), CID 82 Principal, PTS, Nagpur 20.12.1980 17 DCP, Armed LA-I, Mumbai 83 Principal, PTS, Khandala 20.12.1980 18 DCP, Armed LA_III, Worli 84 Principal, PTS, Akola 13.10.1970 19 DCP, Armed LA-IV, Marol 85 Principal, PTS, Nanveej, Pune 20 DCP, Operations, Mumbai 86 Principal, PTS, Solapur 05.09.1994 21 DCP, Task Force, CB 31.08.2000 87 Principal, PTS, Marol, Mumbai 20.12198 22 DCP, Task Force (Enf.) 31.08.2000 88 Dy. Dir, DTS, Nasik 27.04.1981 23 DCP, Zone-I, Navi Mumbai 27.10.1994 89 Principal, UOTC, Nagpur 24 Addl. CP, Thane 14.06.2007 90 ADG, ACB 18.02.1999 25 Addl. CP, Thane 14.06.2007 91 ADG, ACB* 26 Addl. CP, Thane 92 DCP/SP, ACB Mumai / Thane 27 DCP, SB, Thane 24.07.1970 93 DCP/SP, ACB Pune 29.04.198228 DCP, EOW, Thane 29.08.2005 94 DCP/SP, ACB Nagpur 29.04.198229 Addl. CP, Crime, Pune 95 ADGP, ANO, Nagpur* 27.05.199130 Addl. CP, Pune 14.06.2007 96 DIGP, ANO, Nagpur* 17.02.200631 Addl. CP, Pune 14.06.2007 97 SP, ANO, Nagpur 17.02.200632 Addl. CP, Pune 14.06.2007 98 Spl. IGP - ATS, Mumbai 08.07.200433 DCP, Traffic, Pune 03.01.1994 99 DIGP - ATS (1) 08.07.200434 DCP, Crime Branch, Pune 100 DIGP - ATS (2) 08.07.200435 Addl. CP, Crime, Nagpur 29.01.1993 101 DCP, ATS (1), Mumbai 08.07.200436 Addl. CP, Nagpur 14.06.2007 102 DCP, ATS (2), Mumbai 98.07.2004

37 Addl. CP, Nagpur 14.06.2007 103-121 Addl. SPs - Districts (19) 1980-2005

38 Addl. CP, Nagpur 14.06.2007 122 ADGP, Railways, MS Mumbai* 14.06.200739 DCP, Traffic, Nagpur 00.06.2004 123 CP, Railways, Mumbai* 14.06.2007

Annexure – IV

90

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

40 CP, Nasik* 07.08.1998 124 Dir. Police Wireless (ADG) 24.09.200341 DCP, HQ, Nasik 07.08.1968 125 DIG, Wireless, Pune 18.02.199542 DCP, Zone, Nasik 21.09.1990 126 SP, Wireless HQ, Pune 43 CP, Aurangabad* 127 Spl. IGP, MT, Pune* 14.06.200744 DCP, HQ, Aurangabad 05.08.1991 128 Comdt. Gen. HG & Dir., CD 06.01.194945 DCP, Zone, Aurangabad 05.08.1991 129 MD, M.S.P.H. & W. Corpn. 13.03.197346 DCP, HQ, Solapur 28.07.1992 130 Principal Secretary, HD (Special) 47 DCP, Zone, Solapur 08.06.1971 131 Dy.CG, HG & CD 01.10.1978 48 DCP, HQ, Amravati 22.06.1975 132 IGP, Prisons, Pune 27.05.1960 49 DCP, Zone, Amravati 26.03.1998 133 Spl. IGP - HR Commn 01.10.2001 50 Spl. IGP, SCRB, Pune 03.04.1997 134 Dy.Dir.General, YASHDA, Pune 51 Spl. IGP, CID* 06.08.2001 135 Controller, Legal Metrology 31.01.1990 52 DIG, EOW, CID, Pune 14.06.2007 136 Spl. IGP & CVO, MHADA 53 DIG, CID, Pune 14.06.2007 137 Spl. IGP & Dir. V&S, MSEB* 54 SP, CID, Pune 138 G.M., MSPH&W Corpn. 55 SP, CID, Aurangabad 139 DIG, Prisons, Pune 11.01.1972 56 SP, CID, Nagpur 29.08.2005 140 DIG, Prisons, Pune 11.01.1972 57 SP, CID, Amravati 26.02.2001 141 DIG, Prisons, Mumbai 00.00.1993 58 Jt. CP, SID, Mumbai 17.07.2001 142 DIG, Prisons, Aurangabad 11.01.1972 59 DC, SID (Political), Mumbai 27.11.1981 143 DIG, Prisons, Nagpur 11.01.1972 60 DC, SID (Security), Mumbai 27.11.1981 144 CVO, MSRTC, Mumbai 61 DC, SID (Communist Activities) 27.11.1981 145 Jt. Commr., Food & Drugs* 62 DC, SID (Communal), Mumbai 04.06.1983 146 Professor (ATI), YASHDA, Pune 63 DC, SID, Nagpur 26.02.2001 147 CSO, Mah. Legislature Sectt. 64 ADGP, PCR, MS, Mumbai 03.01.2006 148 ADC to Governor of Maharashtra 65 DIGP, PCR, Mumbai* 14.06.2007 149 Spl. IGP, PAW, Mumbai 66 SP, PCR, Nanded 10.09.2001 150 ADGP, Traffic* 14.06.2007

15. Manipur-Tripura Manipur

1 I.G. (LO-III) 29.10.2007 8 CO 6th IRB 31.10.2007 2 MD, MPHC (IG rank) 17.03.2007 9 SP, CRPR 30.08.2007 3 Director, MPTS (IG rank) 20.10.2007 10 OSD (Home) 25.11.2008 4 S.P., Security 31.01.2009 11 OSD (Home) 29.10.2007 5 SP (SIT) 28.11.2008 12 IG (Prison) 27.11.2008 6 CO 2nd IRB 20.02.2009 13 SP, Jail 27.11.2008 7 CO 3rd IRB 20.02.2009 14 ADC to Governor 23.01.2009 Tripura

1 DGP, Intelligence 7 DIG AP (Ops.1) 2 ADGP (LO/AP & Ops) 8 DIG (N/R) 3 IGP, Manual 9 JCG (HG) 4 IGP, Intelligence 10 SP Security

Annexure – IV

91

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

5 IGP (Commn. & Trg.) `11-19 Commdt., IR Bns. (9) 6 IGP (TSR & Ops) 16. Nagaland

1 ADGP (Ops) 08.09.2008 4 DIG (NAP) TSG 2 DGP (Prisons/HG) 08.09.2008 5 IGP (Range) 08.09.2008 3 IGP (Crime) 03.04.2007 6 Spl. Scy. Home (IG) 18.12.2000 17. Orissa

1 DGP & IGP Vigilance (DGP) 20.12.2008 11 IGP, SAP, Orissa 31.05.1998 2 ADGP Trg. 24.04.2000 12 IGP, HR & SJ 24.12.2007 3 ADGP, Technical 21.12.2008 13 Addl. CP, Cuttack-Bbsr (DIG) 01.01.2008 4 CMD OPH&WC (ADG) 20.12.1996 14 SP, Computer 28.02.1996 5 IGP, OHRC 25.11.2003 15 DCP, Bbsr. 01.01.2008 6 C.P., Cuttack-Bbsr. (IGP) 01.01.2008 16 DCP, Bbsr. 01.01.2008 7 IGP, L & O 15.07.1999 17 DCP, Cuttack 04.01.2008 8 IGP, CR, Cuttack 20.05.2007 18 SP, SIW 04.01.2008 9 IGP, WR, Rourkela 23.12.2007 19-24 Commdt., IR Bns.

10 IGP, NR, Sambalpur 18.07.2007 18. Punjab

1 DGP-CG HG & Dir. CD 06.08.2004 14 DIG - EOW 25.04.1995 2 DGP - Prisons 31.01.2005 15 DIG, Litigation 23.09.2004 3 DGP - Invest.& Security 31.01.2005 16 DIG Community Policing 12.05.2006 4 ADGP/IVC & HR 26.07.1995 17 ADGP Computer & Tele 23.09.2004 5 ADGP Law & Order 31.01.2005 18 DGP-cum-Dir. Police Academy 20.11.2006 6 ADGP Rules 31.01.2005 19 IGP Security 12.05.2006 7 ADGP-Chief Dir. Vig. Bureau 01.06.1987 20 DIG Int.-II & STF 12.05.2006 8 ADGP H.R. Commn. 20.11.1997 21 DIG/CM Security 04.04.2001 9 IGP-Dir. Vig. Bureau 27.05.1992 22 IGP EOW 12.05.2006

10 IGP Human Rights 23.09.2004 23 DIG - Investigation (Crime) 12.05.2006 11 IGP Traffic 12.05.2006 24 DIG - PAP II & Trg. 12.05.2006 12 IGP Invest. Lokpal 06.02.1996 25 DIG - IRB-II & Trg. 12.05.2006 13 IGP-MD Pb. PHC 18.05.1989 26 ADGP Railways 22.06.1994

19. Rajasthan

1 DG, ACB 09.07.1984 30 IGP, Range Kota 27.09.2003 2 DG, Jail 22.08.1987 31 IGP, Range Jodhpur 27.09.2003 3 Commandant RAC-II Bn 01.03.1980 32 IGP, Range, Udaipur 27.09.2003 4 AIGP, Training 01.09.1981 33 IGP, Range, Bikaner 27.09.2003 5 DIG, Crime Branch 05.09.1981 34 IGP, Range Bharatpur 27.09.2003 6 Commandant , RAC-X Bn 20.10.1981 35 Addl. DGP Railways 30.08.2003 7 SP, Intelligence, Kota 15.10.1982 36 ADGP Ops (Spl. Crimes) 24.09.2003

Annexure – IV

92

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

8 IGP, Hqrs. 06.01.1984 37 Comdt. RAC-XI Bn 03.07.2004 9 SP, Jaipur Rural 26.05.1984 38 IGP, SCRB 24.08.2005

10 SP, Kota Rural 21.06.1984 39 SP, East Jaipur City 27.06.2005 11 Commandant RAC-IV Bn. 27.05.1985 40 ADGP, Traffic 01.05.2007 12 Addl. DGP, Hqrs 21.02.1991 41 SP, Pratapgarh 13.02.2008 13 Addl. DGP, Telecon & Tech 15.03.1994 42 Comdt. S.T.S., Jaipur 15.03.2008 14 Commandant RAC-XII Bn 20.11.1994 43 SP, Anti-Terrorist Squad) 01.10.2008 15 SP. ATC CID Int 11.09.1995 44 SP, ACB, Jaipur 16.01.2009 16 SP, Jaipur South 01.06.1997 45 Comdt. RAC-III Bn 06.03.2009 17 SP, CID, CB, Jaipur 09.08.1997 46 SP, Law & Order PHQ 06.03.2009 18 SP, Traffic Jaipur City 11.08.1997 47 IGP, SCRB 26.03.2009 19 SP, Hqrs. Jaipur City 13.08.1997 48 IGP, CM Vig & Security 26.03.2009 20 SP, Jodhpur Rural 18.01.1999 49 DIG, ACB, Jaipur 24.04.1987 21 Addl. DGP, Vigilance 18.02.1999 50 ADC to Governor 15.09.1994 22 SP, CID (Investigation) 06.09.2003 51 SP, ACB Bharatpur 24.04.2000 23 IGP, R.S.H.R. Commn. 18.03.1999 52 SP, ACB Kota 24.04.2000 24 IGP, Administration 18.03.1999 53 ADG, ACB 03.07.2004 25 ADGP P&W 22.08.2001 54 Dir. Enf. & Excise 16.03.2005 26 IGP, Range Ajmer 28.08.2001 55 IGP, Jail, Jaipur 29.10.2007 27 IGP, Rules 03.09.2003 56 SP. ACB, Udaipur 29.08.2008 28 IGP, Range Jaipur-I 27.09.2003 57 SP, Jaipur Nagar Nigam 29.08.2008 29 IGP, Range Jaipur-II 27.09.2003 58 SP, J.D.A. 03.11.2008

20. Sikkim

1 ADG, Hqrs. 6 IG, Training 2 ADG, Plng. & Modernization 7 IG, Border/Checkposts 3 ADG, Special Branch 8 Dir. Fire Services (IG) Apr. 1985 4 ADG, Home Sec. & Dir., Vig. 9 IG, Vigilance 1978 5 IG Security Nov. 2002 10 IG, Communications Oct. 1982 21. Tamil Nadu

1 ADG, Headquarters 10.06.02 39 Commr. of Police, Madurai 17.06.07 2 ADG, Welfare 27.05.06 40 Commr. of Police, Tiruchi 18.02.08 3 ADG, STPC 15.02.05 41 Commr. of Police, Chennai Sub 23.07.08 4 ADG, Elections 14.03.09 42 Addl. C.P., Hqrs., Chennai 06.10.08 5 IG, Welfare 25.01.08 43 Commr. of Police, Salem 06.10.08 6 IG, Social Justice & HR 19.12.06 44 Addl. C.P., Law & Order, Chennai 15.11.08 7 DIG, Special Operations 27.05.06 45 DCP - C&T, Coimbatore City 14.04.90 8 SP, Elections 11.03.09 46 DCP, Crime Madurai City 02.05.90 9 Director, V&AC 01.01.09 47 DCP, Hqrs., Coimbatore 07.05.90

10 SP, V&AC, SIC 06.11.96 48 DCP, Hqrs., Madurai 22.11.90 11 Member, TNSURB 19.06.07 49 DCP, C&T, TIN City 18.06.97 12 Member-Secretary, TNSRUB 25.08.99 50 DCP, C&T, Salem City 05.07.97

Annexure – IV

93

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

13 SP, TNUSRB 04.06.92 51 DCP, C&T, Thiruchi City 18.08.97 14 ADG, CB, CID 24.05.00 52 DCP, Kilpauk 14.07.99 15 IG, EOW-II 10.01.00 53 DCP, Mylapore 28.07.99 16 Director, SCRB 12.10.05 54 DCP, CCB, Chennai 10.03.03 17 IG, Civil Supplies 28.12.99 55 DCP, Traffic, Madurai 23.02.05 18 IG, Q Branch 04.10.08 56 DCP, Traffic (C), Chennai 05.04.05 19 DIG, CB, SIT 03.03.01 57 DCP, Ambattur 05.04.05 20 DIG, NIB 09.05.07 58 DCP, Madhavaram 19.04.05 21 DIG, Idol Wing 18.02.08 59 DCP, Hqrs. Chennai Suburban 17.09.08 22 SP, CCIW, CID 01.12.84 60 DCP, Traffic, Chennai Suburban 23 SP, Crime Branch II 07.03.85 61 ADG, AP 30.06.07 24 SP, VPC 05.04.95 62 IG, CSG 19.12.06 25 SP, Anti-Dacoity Cell 01.12.95 63 IG, AP, Thiruchi 05.08.07 26 SP, CIU, Chennai 11.09.97 64 IG, STF 15.08.07 27 SP, EOW 15.10.97 65 IG, TNPA 23.01.08 28 SP, Special Division 08.04.98 66 SP, CSG 31.08.94 29 SP, SIT, Chennai 08.04.98 67 SP, TNCF 26.05.97 30 SP, SIT, Coimbatore 07.05.98 68 SP, STF, Erode 24.11.00 31 SP, Enforcement, Chennai 01.10.98 69 SP, TNPA 05.05.08 32 SP, Crime Branch III 26.02.99 70 ADG, Training 07.08.04 33 SP, EoW-II 08.01.00 71 Project Officer, TNPA 15.02.05 34 SP, Enforcement, Madurai 07.12.01 72 Principal, Ty. PTC,. Perurani 07.06.06 35 SP, Enforcement, Salem 10.12.01 73 SP, Ariyalur 29.11.07 36 SP, CS, CID, Madurai 09.06.08 74 SP, Tirupur 27.02.09 37 Commr. of Police, Coimbatore 25.10.06 75 SRP, Chennai 01.03.98 38 Addl. Commr. of Police, Traffic 20.05.07 76 SRP, Tiruchi 01.03.98

22. Uttar Pradesh

1 DGP - Rules & Manuals 02.09.08 37 ADG, Training 19.08.02 2 ADG - Special Enquiries 14.7.03 38 ADG/PTC, Moradabad 31.08.05 3 ADG - Prosecution 10.10.02 39 ADG/PTC, Sitapur 14.02.05 4 ADG - Traffic, Lucknow 16.11.06 40 ADG, Dir. UPPA Moradabad 29.03.03 5 ADG, H/w, PHQ 28.09.05 41 ADG, Training 21.05.07 6 IG / A to DGP, UP 08.10.02 42 IG - PTS, Meerut 03.05.08 7 IG Deptt. Pension 01.04.08 43 IG - PTC, Sitapur 11.07.08 8 IG Telecom. 30.01.04 44 IG - PTS, Unnao 04.08.04 9 DIG - Rules & Manual 07.07.08 45 DIG - RTC Chunar Mirzapur 21.09.06

10 DIG Telecom. 02.12.02 46 DIG - Training, Lucknow 05.05.06 11 SP - Computer Centre 14.02.04 47 SP - PTS, Meerut 12.05.08 12 SP - Rules & Manuals 17.08.07 48 SP - UPPA Moradabad 01.03.04 13 Director Civil Defence 15.10.07 49 SP Trg. & Sec., Lucknow 19.07.04 14 ADG - Civil Defence 17.11.06 50 ADG - Vigilance 20.09.05 15 SO to CG Home Guards 14.10.03 51 IG - Vigilance Estt. 23.03.03

Annexure – IV

94

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

16 ADG - Security 12.11.02 52 SP - Vigilance Estt. 09.09.03 17 IG - CI Int. Hqrs 16.08.02 53 SP - Vigilance Estt. 13.10.03 18 SP (R) Int. 19.03.03 54 IGP - Agra Zone 20.04.08 19 SP - Int. Hqrs 21.02.05 55 DIG - Aligarh Range 13.05.08 20 SP (R) Int. 31.10.01 56 SP - Kanshi Ram Nagar 21 SP - Int. Hqrs 02.06.05 57 DGP - Railways 24.06.07 22 ADG - CB CID 10.09.03 58 ADG - Human Rights Commn. 16.11.06 23 ADG - Coop. Cell 31.12.03 59 SP - Human Rights & Court cases 27.01.03 24 IG - Coop. Cell 24.07.01 60 ADG/Chairman, PRS&PB 18.12.08 25 IG - EOW 16.02.04 61 ADG, Police Avas Nigam 05.07.05 26 SP - Food Cell 16.10.02 62 ADG - UPPCL 16.11.06 27 SP - CB CID Lucknow 19.05.04 63 IG - Secretary to CM 14.05.07 28 SP - SCRB Lucknow 13.03.00 64 IG - Secretart (Home) 21.05.07 29 SP - Coop Cell 08.03.04 65 IG - PSR&PB, U.P. 29.12.08 30 SP - EOW Varanasi 08.12.05 66 DIG, Jail Admn Meerut 08.08.07 31 IG - PAC HQ 20.01.03 67 DIG PSR & PB 26.12.08 32 DIG - ATS Zone, Faizabad 08.12.08 68 DIG, PSR & PB 23.12.08 33 SP, ATS, Allahabad 06.12.07 69 SP/ADC to Govenor 14.12.00 34 SP - SIT 20.06.07 70 SP UPPCL 05.07.04 35 SP - STF Lucknow 03.10.03 71 SP/Jt C.P. Commercial Taxes 19.02.04 36 ADG ATC, Sitapur 22.09.05

23. Uttarakhand

1 DGP, Rules & Manuals 15.06.2004 10 DIG/Principal, PTC 17.01.2009 2 Director, Vigilance 16.06.2004 11 DIG, Prov. & Modernisation 12.08.2009 3 Director Prosecution 29.10.2003 12 Addl. Secy., Home 01.08.2009 4 Comdt. Genl. Home Guards 14.01.2002 13 Asstt. To DGP 08.12.2000 5 ADG, Intelligence & Security 18.09.2003 14 SP, Hqrs. 28.04.2008 6 ADG, Crime & Law & Order 18.09.2003 15 SP, Crime 31.05.2005 7 IG, PAC, Fire Serv. & Tele. Ser 23.11.2004 16 ADC to Governor 07.11.2000 8 IG, Garhwal Region 19.01.2009 17 SP, STF May-05 9 IG, Kumaon Region 20.01.2009 24. West Bengal

1 Director, SCRB 29.10.2003 39 DC, HG, Kolkata 1985 2 Director, Civil Defence 30.12.1999 40 DC, SB Security 3 Director, Prosecution 11.09.2002 41 ADC to Governor 2001 4 Advisor, Sec. & Vig. WBSEB 1998 42 Addl. SP, Industrial 24 Paraganas 2005 5 ADG&IGP, WBHRC 29.12.199 43 Addl. SP, Rural 24 Paraganas 1985 6 ADG&IGP, Pollution Control 12.05.2000 44 Addl. SP, DIB 24 Paraganas 1985 7 ADG&IGP, Traffic 2000 45 Addl. SP, HQ North 24 Parag 1986 8 ADG&IGP, Telecom 19.12.2001 46 Addl. SP, Barrackpore 1988 9 ADG&IGP, Training 20.07.1990 47 Addl, SP, DIB North 24 Par 1988

Annexure – IV

95

S.No

Particulars of post

Date of creation /

present posting*

S.No

Particulars of post

Date of creation /

present posting*

10 ADG&IGP, Mod. & Cord. 2004 48 Addl. SP, Town Howrah 1984 11 DG, Fire Services 13.06.2000 49 Addl. SP, HQ Burdwan 1983 12 IGP & Vig., Kolk. Munci. Corpn 1998 50 Addl. SP, Durgapur 1990 13 IG, Correctional Services 1998 51 Addl. SP, HQ, Medinipur 1973 14 IG, Forest Protection 01.02.2001 52 Addl. SP, Operation Medini 15.03.1995 15 Dir. Security IB & OSD to CM 53 Addl. SP, Tamluk 1973 16 DIG & Advisor, HRBC 27.05.1994 54 Addl. SP, Kalimpong 23.03.2002 17 Jt. CP, STF (DIG) 10.07.2008 55 Addl. SP, Alipurduar 30.08.1998 18 Comdt. SAP 6th Bn. 1985 56 Addl. SP, Telecom 11.11.1970 19 Comdt. SAP 7th Bn. 1989 57 Addl. SP, Telecom 11.11.1970 20 Comdt. SAP 8th Bn. 1989 58 Addl. SP, Rural, Howrah 16.03.2001 21 Comdt. SAP 9th Bn. 1986 59 Addl. SP, Rural Hoogly 16.03.2001 22 Comdt. SAP 10th Bn. 1990 60 Addl. SP, ICP Haridaspur 01.03.2001 23 Comdt. SAP 11th Bn. 1988 61 Addl. SP, Haldia 29.08.2000 24 Comdt. SAP 12th Bn. 04.06.1988 62 Addl. SP, HQ Purba Medini 18.03.2002 25 Comdt. SAP 13th Bn. 04.06.1988 63 Addl. SP, Bidhannagar 11.09.2002 26 Comdt. IR Bn. 2003 64 Dy. Comdt. (DIG AP Cell) 1977 27 Comdt. Border Wing HG 1982 65 Dy. Comdt. SAP 1st Bn. 09.07.1984 28 State Comdt. WBNVF 1987 66 Dy. Comdt. SAP 2nd Bn. 16.07.1992 29 Sr. Staff Officer, H. Guards 1982 67 Dy. Comdt. SAP 3rd Bn. 1988 30 SP, Bureau of Investigation 1993 68 Dy. Comdt. SAP 4th Bn. 2004 31 SP, Police Computer Centre 22.12.1976 69 Dy. Comdt. SAP 6th Bn. 1984 32 SP, Telecom 17.09.1983 70 Dy. Comdt. SAP 7th Bn. 1999 33 SP, Traffic 15.03.2000 71 Dy. Comdt. SAP 8th Bn. 1984 34 SO, Vig. Comn. 28.01.2005 72 Dy. Comdt. SAP 9th Bn. 1984 35 SSP, IB, WB 73 Dy. Comdt. SAP 10th Bn. 1986 36 SP, HQ, EB 1978 74 Dy. Comdt. SAP 11th Bn. 1986 37 SSP, CID, WB 75 Dy. Comdt. SAP 12th Bn. 15.01.2003 38 SP, WB HRC 1995 76 Dy. Comdt. SAP 13th Bn. 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

Annexure – V

96

Latest Cadre Review Notifications with dates of different State Cadres issued by DoPT

S.No. Cadre Cadre Schedule notified vide DOPT's

Notification Number & Date

1 Andhra Pradesh No.11052/3/09-AIS(II)dated 24.03.2009

2 AGMU : Arunachal Pradesh-Goa-Mizoram-U.T

No.11052/01/05-AIS(II)dated 21.07.2005

3 Assam-Meghalaya No.11052/5/08-AIS(II)dated 01.4.2009

4 Bihar No.11052/12/03-AIS(II)dated 07.12.2004

5 Chhattisgarh No.11052/8/03-AIS(II)dated 30.01.2004

6 Gujarat No.11052/2/03-AIS(II)dated 07.12.2004

7 Haryana No.11052/3/06-AIS(II)dated 12.06.2007

8 Himachal Pradesh No.11052/4/06-AIS(II)dated 13.02.2007

9 Jammu & Kashmir No.11052/4/03-AIS(II)dated 05.11.2003

10 Jharkhand No.11052/13/03-AIS(II)dated 07.12.2004

11 Karnataka No.11052/2/07-AIS(II)dated 31.12.2007

12 Kerala No.11052/1/2008-AIS(II)dated 30-12-2008

13 Madhya Pradesh No.11052/7/03-AIS(II)dated 26.08.2003

14 Maharashtra No.11052/9/03-AIS(II)dated 05.11.2003

15 Manipur-Tripura No.11052/10/03-AIS(II)dated 05.11.2003

16 Nagaland No.11052/4/06-AIS(II)dated 11.01.2007

17 Orissa No.11052/5/97-AIS(II)dated 18.4.2001

18 Punjab No.11052/11/03-AIS(II)dated 05.11.2003

19 Rajasthan No.11052/5/09-AIS(II)dated 07.07.2009

20 Sikkim No.11052/1/2002-AIS(II)dated09.12.2002

21 Tamil Nadu No.11052/1/06-AIS(II)dated 11.05.2007

22 Uttar Pradesh No.11052/14/2003-AIS(II)dated31.12.2004

23 Uttarakhand No.11052/1/2004-AIS(II)dated31.12.2004

24 West Bengal No.11052/5/03-AIS(II)dated 05.11.2003

Annexure – VI

97

Latest Position of shortages of IPS Officers in different State Cadres (As obtained from the States)

Direct Recruitment Quota Promotion Quota Total

S.No. State Cadre Authorised Officers in Shortage Authorised Officers in Shortage Shortage

Strength Position Strength Position 1 Andhra Pradesh 158 130 28 68 52 16 44 2 AGMUT* 137 112 25 59 50 9 34 3 Assam 81 63 18 35 24 11 29 Meghalaya 26 26 0 11 11 0 0

4 Bihar 135 115 20 58 40 18 38 5 Chhattisgarh 57 56 1 24 20 4 5 6 Gujarat 112 93 19 49 45 4 23 7 Haryana 82 79 3 35 34 1 4 8 Himachal Pradesh 52 47 5 23 15 8 13 9 Jammu & Kashmir 74 62 12 61 49 12 24

10 Jharkhand 77 70 7 33 29 4 11 11 Karnataka 120 91 29 52 40 12 41 12 Kerala 99 82 17 43 34 9 26 13 Madhya Pradesh 161 150 11 70 68 2 13 14 Maharashtra 165 148 17 71 65 6 23 15 Manipur 48 42 6 21 13 8 14

Tripura 36 35 1 16 11 5 6 16 Nagaland 42 25 17 18 17 1 18 17 Orissa 111 100 11 48 0 48 59 18 Punjab 101 87 14 43 27 16 30 19 Rajasthan 135 109 26 58 47 11 37 20 Sikkim 22 22 0 10 10 0 0 21 Tamilnadu 165 132 33 71 68 3 36 22 Uttar Pradesh* 282 240 42 122 95 27 69 23 Uttarakhand 42 39 3 18 16 2 5 24 West Bengal 194 147 47 84 79 5 52

2714 2302 412 1201 959 242 654 *AGMUT and Uttar Pradesh figures are as per IPS Civil List, 2009

Annexure – VII

98

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 DG, Vig. & Enforcement 05.06.1986 ADG

2 IG, OCTOPUS 31.10.2007 IGP

3 Addl. CP, Crimes 06.05.1993 IGP

4 Director (Police Commn.) 18.10.1986 IGP

5 Director, Vig. & Enforcement 04.09.1985 IGP

6 Dy. Dir., Vig. & Enforce. 08.03.2004 DIG

7 RV & EO, Visakhapatnam 01.12.1985 SP

8 RV & EO, Rajahmundry 10.02.1999 SP

9 DIG, OCTOPUS 01.01.2008 DIG

10 SP, OCTOPUS 05.04.2008 SP

11 Dir., Proh. & Excise (Enf.) 19.03.2002 DIG

12 DIG, Marine Police 30.12.2006 DIG

13 DIG, Railway Police 17.08.1979 DIG

14 Addl. Dir., ACB 18.06.1986 DIG

15 DCP, Crimes, Cyberabad 26.03.2003 SP

16 DCP, L&O-I, Cyberabad 03.02.2003 SP

17 DCP, L&O-II, Cyberabad 09.06.2007 SP

18 DCP, RGI Airport, Cyberabad 02.03.2008 SP

19 DCP, Traffic-II, Hyderabad 10.03.2003 SP

20 DCP, Security, Hyderabad 04.02.2004 SP

21 AIG, Admn. 10.03.2003 SP

22 DIG, Training 26.12.2000 DIG

23. Jt. C.P., Admn., Hyderabad 25.05.2001 DIG

24 Comdt., IR Bn. (SP) SP

25 Comdt., IR Bn. (SP) SP

26 Comdt., IR Bn. (SP) SP

27 Comdt., IR Bn. (SP)

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

28 Comdt., IR Bn. (SP) AGMUT

Arunachal Pradesh

1. SP, Anjaw District SP

2 Principal, PTC SP

3 SP, Crime SP

4. SP, Security SP

5. Sp, Special Branch 1980 SP

6 Comdt., IR Bn. SP

7 Comdt., IR Bn. SP

8 Comdt., IR Bn. SP

Goa

1. SP, CID 1980 SP

2. SP, Administration SP

3 Comdt., IR Bn. SP

Mizoram

1 DIG, Southern Range 2008 DIG

2 SP, CID (Crime) 1976 SP

3 SP, CID (SB) 1972 SP

4 AIG-I 1975 SP

5 Principal, PTC 1982 SP

Delhi

1 Jt. C.P., Hqrs. 2001 IGP

2 DCP, Special Branch 13.10.2005 SP

3 DCP, Vigilance 20.08.1964 SP

4 DCP, 1st Bn. DAP 21.10.1976 SP

5 DCP, DE Cell 09.04.1986 SP

6 DCP, Hqrs. 16.07.1990 SP

7 DCP, Special Cell (AT Cell) 12.09.1988 SP

8 DCP, PM Security 05.01.1987 SP

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Sl. No.

Post Date of creation / Present posting

Rank in which to be encadred

Remarks

9 DCP, 8th Bn. 24.09.1981 SP

10 DCP, 9th Bn. 24.09.1981 SP

11 DCP, 10th Bn. 24.09.1981 SP

12 Addl. DCP, Traffic 28.05.1996 SP

13 Addl. CP, RP Bhawan 12.04.2001 SP

14 DCP, R.P. Bhawan 12.04.2001 SP

15 DCP, R.P. Bhawan 12.04.2001 SP

16 DCP, R.P. Bhawan 12.04.2001 SP

17 DCP, R.P. Bhawan 12.04.2001 SP

18 DCP, R.P. Bhawan 12.04.2001 SP

19 DCP, Supreme Court 05.11.1993 SP

20 DCP, South East Delhi 18.11.2008 SP

21 DCP, Outer Delhi 18.11.2008 SP

22 DCP, IRB 13.12.2004 SP

23 DCP, IRB 13.12.2004 SP

24 DCP, IRB 21.02.2005 SP

25 DCP, IRB 22.03.2006 SP

26 DCP, IRB 22.03.2006 SP

27 Jt. CP, Special Cell 24.06.2004 SP

28 Jt. CP, Recruitment 27.09.2008 SP

29 DCP, Recruitment Cell and Vice Principal, PTC

05.03.2009 SP

Andaman & Nicobar Islands

1 SP, Anti-Corruption SP

2 SP, Hqrs. & CID SP

3 Comdt., IR Bn. SP

4 SP, North & Middle Andaman SP

Chandigarh

1 SP, deputed from Punjab SP

2 SP, deputed from Haryana SP

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

Annexure – VII

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Sl. No.

Post Date of creation / Present posting

Rank in which to be encadred

Remarks

3 Comdt., IR Bn. Newly created IR Bn.

Puducherry

1 SSP, Puducherry SP

2 SSP, Karaikal SP Post held by an IPS Officer

3 Comdt., IR Bn. SP Assam & Meghalaya

Assam

1 DG, CD & CG, HG 24.04.1988 ADG

2 IG, Vig. & Anti-Corruption 09.06.2006 IGP Created in lower rank in 1998

3 IG, Special Operations Unit 15.09.2007 IGP

4 IG, STF 09.04.2008 IGP

5 DIG, Special Branch 05.05.1992 DIG

6 SP, Bongaigaon SP

7 SP, Hailakandi SP

8 SP, Morigaron SP

9 SP, CID SP

10 SP, Special Branch SP

11 SP, Vig. & Anti-Corruption-II SP

Decadred in 2008

12 Comdt., Commando Bn. (SP) SP

13 Comdt., IR Bn. (SP) SP

14 Comdt., IR Bn. (SP) SP

15 Comdt., IR Bn. (SP) SP

16 Comdt., IR Bn. (SP) SP

17 Comdt., IR Bn. (SP) SP

18 Comdt., IR Bn. (SP) SP

19 Comdt., IR Bn. (SP) SP

20 Comdt., IR Bn. (SP) SP

21 SP, Chirang SP

22 SP, Baksa SP

Annexure – VII

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Sl. No.

Post Date of creation / Present posting

Rank in which to be encadred

Remarks

23 SP, Hamren SP

24 SP, Udalguri SP

Meghalaya

1 CG, CG & Dir., CD 05.09.2001 ADG

2 IG, Special Branch 22.07.1992 IG

3 IG, Prisons 16.07.2007 IG/DIG

4 IG, Training 30.05.1996 IG/DIG Bihar

1. ADG (Training) 01.12.1992 ADG

2. ADG, Law & Order 22.11.2006 ADG

3 Director, BPA (ADG) 01.09.2008 ADG

4 ADG (Modernisation) 21.06.2000 ADG

5 IG (Provisioning) 09.04.2008 IGP

6 SP (Railways), Jamalpur 24.01.1982 SP

7 SP Traffic, Patna 28.04.1990 SP

8 Commandant, BMP SP

9 Commandant, BMP SP

10 Commandant, BMP SP

11 Commandant, BMP SP

12 Commandant, BMP SP

13 Commandant, BMP SP

14 Asstt. Director, BPA 23.01.2008 SP

15 SP (D), CID 26.03.1991 SP

16 SP (B), Special Branch 24.04.1992

17 Commandant, IRB SP

18 Commandant, IRB SP

19 Commandant, IRB SP Chhattisgarh

1. ADG, CAF 27.11.2000 ADG

2 ADG, CID & Anti-Naxal Ops 12.03.2001 ADG

Annexure – VII

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Sl. No.

Post Date of creation / Present posting

Rank in which to be encadred

Remarks

3 IGP, Sarguja Range 15.08.2001 IGP

4 IGP, Durg Range 14.01.2009 IGP

5 DIG, Dantewada Range 25.09.2006 DIG

6 DIG, CAF, Bilaspur 23.06.2007 DIG State has 16 Bns. and only one sanctioned cadre post

7. DIG, SIB 14.08.2008 DIG

8 SP, STF 23.10.2007 SP

9 SP, STF 23.10.2007 SP

10 SP, SIB Nov. 2001 SP

11 AIG, CID Nov. 2001 SP

12 SP, Surajpur SP

13 SP, Railways, Raipur SP Gujarat

1 IG, SCRB 06.11.2003 IGP

2 IG (Security), Intelligence 19.07.1996 IGP

3 IGP, Armed Police Units 28.04.1995 IGP

4 IG, Prisons 23.08.1988 IGP

5 Jt. CP, Sector I, Ahmedabad 27.04.2003 IGP

6 Jt. CP, Sector II, Ahmedabad 30.07.2005 IGP

7 Jt. CP, Traffic, Ahmedabad 21.05.2008 IGP

8 Jt. Dir., State Police Academy 24.06.2009 IGP

9 Joint Director, ACB DIG

10 DIG, CID (Crimes) 08.03.2007 DIG

11 DIG, Intelligence DIG

12 DIG, Armed Police Units 28.04.2005 DIG

13 DIG, ATS

14 Addl. CP (Admn.), A’bad DIG

15 Addl. CP (Admn.), Vadodara DIG

16 SP, CID, Crime 22.03.1999 SP

17 DCP, Crime, Surat (SP) 04.10.2008 SP

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

18 DCP, Crime, Vadodara 04.10.2008 SP

19 DCP, Crime, Ahmedabad 20.10.1996 SP

20 DCP, Control Room, A’bad 20.10.1986 SP

21 SP, VIP Security SP

22 SP, Tapi District SP Newly created

23 SP, Ops SP

24 SP, Intelligence, Ahmedabad SP

25 SP, Intelligence, Bhuj SP

26 SP, Intelligence, Surat SP

27 SP, Intelligence Vadodara SP

28 SP, Eco. Offences Wing, CID SP

29 DCP, Spl. Ops. Group (ATS) 17.04.1996 SP

30 Comdt., SRPF Group I SP

31 Comdt., SRPF Group II SP

32 Comdt., SRPF Group V SP

33 Comdt., SRPF Group VIII SP

34 Comdt., SRPF Group IX SP

35 Comdt., SRPF Group X SP

36 Comdt., SRPF Group XI SP

37 Comdt. SRPF, ONGC Mehsana SP Haryana

1 IGP, Modernisation 12.06.2007 IGP

2 AIG, Administration (SP) 12.06.2007 SP

Post was decadred in June 2007

3 AIG, Traffic Planning & Highway Policing

10.03.2000 SP

4. ADG, Hume Rights & Litigation

13.04.2005 ADG

5 IG, Prisons 27.06.2003 IGP

6 SP, Home Guards 12.06.2007 SP Decadred in June 2007

7 IG/DIG, Armed Police 21.05.1985 IG/DIG 9 Bns.; only 1 cadre post of DIG exists besides the

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

ADG, overall head

8 Commr. of Police, Gurgaon 15.06.2007 IGP

9 Jt. Commr. of Police, Gurgaon 15.06.2007 DIG

10 DCP, (East), Gurgaon 15.06.2007 SP

11 DCP (West), Gurgaon 15.06.2007 SP

12 DCP (Traffic), Gurgaon 15.06.2007 SP

13 Comdt., 2nd IRB 06.11.2002 SP

14 Comdt., 3rd IRB 17.07.2006 SP

15 SP, Crime-II 15.06.2006 SP

16 SP, Commando Force 12.06.2007 SP Decadred in June 2007 Himachal Pradesh

1. AIG, Rectt. & Trg. (SP) 27.02.1999 SP

2 ADG, Home Guards 31.03.1998 ADG Earlier operated as Commandant General Home Guards since 16.07.1982

3 ADG, Prisons 11.08.1995 ADG Earlier operated as IG Prisons since 30.7.1991

4 SP, Security, CID 13.09.1995 SP Jammu & Kashmir

1 Vigilance Commissioner Over 30 yrs. IG

2 DIG, Vigilance Over 20 yrs. DIG

3. SSP, Vigilance, Jammu 2008 SSP

4 SSP, Vigilance, Kashmir 2005 SSP

5 IGP, Pers./Training 2008 IGP

6 DIG, SKR Anantnag 1990 DIG

7 DIG IR – Jammu 2009 DIG

8 DIG IR – Kashmir 2009 DIG

9 CO IR – 1st Bn. 2009 SP

10 CO IR – 8th Bn. 2008 SP

11 CO IR – 6th Bn. 2009 SP

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

12 Commandant – IR Bn. SP

13 Commandant – IR Bn. SP

14 Commandant – IR Bn. SP

15 Commandant – IR Bn. SP

16 Commandant – IR Bn. SP

17 Commandant – IR Bn. SP

18 Commandant – IR Bn. SP

19 Commandant – IR Bn. SP

20 Commandant – IR Bn. SP

21 Commandant – IR Bn. SP

22 Commandant – IR Bn. SP

23 Commandant – IR Bn. SP

24 Commandant – IR Bn. SP

25 Commandant – IR Bn. SP

26 Commandant – IR Bn. SP

27 Commandant – IR Bn. SP

28 Commandant – IR Bn. SP

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

Jharkhand

1 Director/DG, Vigilance (ADG) ADG

2 SP, Vigilance, Investigation 04.10.2006 SP

3 SP, Vigilance, Preventive 04.10.2006 SP

4 IG, STF 01.05.2008 IG Anti-Naxal

5 IG STF, Ops. 01.05.2008 IG Anti-Naxal

6 SP, Ramgarh 12.09.2007 SP Newly created district

7 SP, Khunti 12.09.2007 SP

8 SP, Armed Police Trg. College 15.11.2000 SP

9 IG, SCRB 14.02.2007 IG

10 DIG, Jungle Warfare Trg. Centre

08.12.2008 DIG

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

11 DIG, Jharkhand Armed Police 16.02.2007 DIG 13 Bns.; only 1 cadre post of IG exists at present

12 CO, JAP, 6th Bn. 11.02.2006 SP

13 CO, JAP, 8th Bn. 22.02.2007 SP

14 CO, JAP, 10th Bn. 08.12.2007 SP

15 CO, Home Guards 15.11.2007 SP

16 SRP, Jamshedpur 22.02.2007 SP Karnataka

1. ADGP (Internal Security) 20.06.2006 ADG

2. IGP (Internal Security) 12.12.2008 IGP Against 2 existing posts

3. DIGP (Internal Security) 12.12.2008 DIG Against 2 existing posts

4 SP (Internal Security) 12.12.2008 SP

5 SP (Internal Security) 12.12.2008 SP

6 ADG (Rectt. & Training) Feb. 2000 ADG

7 IG (Training) N.A. IGP

8 IGP/Director, KPA 21.05.2005 IGP

9 ADG (Telecom, Transport and Modernisation

24.10.1991 ADG

10 DGP, COD, Spl. Units, Economic Offences

Nov. 1997 ADG

11 Addl. CP, Admn. Bangalore City

16.07.03 IGP

12 IG (Intelligence) 21.02.2006 IGP

13 IG (Prisons) 01.07.2000 IGP Kerala

1 Commandant General, Home Guards

1963 ADG No cadre post in the entire Home Guards Organisation

2 IG, Modernisation 24.11.1998 IGP

3 IG, Prisons 17.04.1986 IGP

4. DIG (Vigilance), Cooperatives 13.03.2007 DIG Mandated under the State Act

5. Commandant, IRB SP 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 IGP, Administration 28.05.1983 IGP

2 IGP, Complaints 11.02.1994 IGP

3 IGP, Selection (Recruitment) 30.12.2006 IGP

4 IGP, Intelligence 06.12.1986 IGP

5 IGP, Intelligence (STF) 11.02.2007 IGP

6 DG, Eco. Offences Wing 19.08.1987 IGP

7 IG, Eco. Offences Wing DIG

8 ADG, Railways 22.02.1993 IGP

9 IG, Training 21.02.1979 IGP

10 IG (Director), Fire Services 08.11.1994 IGP

11 DG, Lokayukta 05.08.1996 ADG

12 IG, SAF Hqrs. 01.09.1977 IGP

13 IG, CID, PTRI 03.09.2008 IGP

14 IG, AJK 02.09.1987 IGP

15 IG, Lokayukta 07.07.1990 IGP

16 IG, SAF, Gwalior 01.08.1994 IGP

17 IG, SAF, Indore 21.04.1997 IGP

18 IG, SAF, Jabalpur 09.05.2005 IGP

19 DIG, ATC, OHQ 22.08.2008 DIG

20 SP, Alirajpur 17.06.2008 SP

21 SP, Singroli 23.06.2008 SP

22 SP, Ashoknagar SP

23 SP, Anuppur 15.08.2003 SP

24 SP, Burhampur 14.08.2003 SP

25 SP (AD), Chambal Range 21.02.2009 SP

26 Commandant 35 Bn. 13.11.2006 SP Maharashtra

1. ADG, Establishment ADG

2 DIG, Force one 02.04.2009 DIG

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

3 SP, Force one 02.04.2009 SP

4 AIG, Provisioning (SP) SP

5 IG, SCRB IGP No post for SCRB in the cadre

6 DIG, EOW DIG No cadre post for EOW

7 SP, CID SP

8 SP, CID SP

9 SP, CID SP

10 SP, CID SP

11 SP, CID SP

12 SP, CID SP

12 Ex-cadre posts; at least 6 of them to be encadred immediately

13 DC, SID (Political) 27.11.1981 SP

14 DC, SID (Security) 27.11.1981 SP

15 DC, SID (Communist Activities) 27.11.1981 SP

16 DC, SID (Communal) 27.11.1981 SP

17 DC, SID, Pune 26.02.2001 SP

18 DC, SID, Nagpur 26.02.2001 SP

19 ADG, Anti-Naxalite Ops. 27.05.1991 ADG

20 DIG, Anti-Naxalite Ops. DIG

21 IG, ATS 08.07.2004 IGP

22 DIG, ATS 08.07.2004 DIG

23 DIG, ATS 08.07.2004 DIG

24 SP, MPA, Nasik 26.02.2001 SP

25 SP, MPA, Nasik SP

26 SP, MPA, Nasik SP

27 SP, MPA Nasik SP

28 Commandant, IR Bn SP

29 Commandant, IR Bn, SP

2 new IR Bn, created

30 DG, Home Guards 06.01.1949 DGP

31 DCP, Port Zone 03.10.1965 SP

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

32 DCP, Operations 23.04.1993 SP

33 DCP, Traffic City 08.09.1993 SP

34 DCP, Traffic Suburban 08.09.1993 SP

35 DCP, Task Force (Crime) 31.08.2000 SP

36 DCP, Enforcement 31.08.2000 SP

37 DCP, ATS 08.07.2004 SP

38 DCP, ATS 08.07.2004 SP

39 Jt. CP, SID (IGP) 17.01.2001 IGP

40 Addl. CP, East Region (DIG) DIG

41 DCP, Zone-1 27.10.1994 SP

42 DCP, Zone-2 01.02.1997 SP

43 DCP, CID 29.08.2005 SP

44 DCP (SB) 24.07.1970 SP

45 DCP (HQ) SP

46 DCP, CID SP

47 DCP – Zone V 14.06.2007 SP

48 DCP, Traffic 29.08.2005 SP

49 DCP, EOW 29.08.2005 SP

50 DCP, Crime SP

51 DCP, EOW 29.08.2005 SP

52 DCP, Zone IV 14.06.2007 SP

53 DCP, Traffic 03.01.2004 SP

54 DCP, HQ SP

55 Addl. CP (Crime) (DIG) 29.01.1993 DIG

56 DCP, Traffic 00.06.1994 SP

57 DCP, EOW 29.08.2005 SP

58 DCP, DE 26.02.2001 SP

59 DCP, HQ 07.08.1968 SP

60 DCP, Zone 21.09.1990 SP

61 DCP, HQ 28.07.1992 SP

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

62 DCP, Zone 08.06.1971 SP

63 DCP, HQ 22.06.1975 SP

64 DCP, Zone 26.03.1998 SP

65 DCP, HQ 25.05.1997 SP

66 DCP, Zone 05.08.1991 SP

67 ADG, ACB 18.02.1999 ADG

68 DC/SP, ACB Mumbai/Thane SP

69 DCP/SP, ACB Pune 29.04.1982 SP

70 DCP/SP, ACB Nagpur 29.04.1982 SP

71 SP, ACB Aurangabad 29.04.1982 SP

72 SP, ACB Nasik 28.02.2001 SP

73 SP, ACB Nasik 28.02.2001 SP

74 SP, ACB Nanded 28.02.2001 SP Manipur/Tripura

Manipur

1 IG, Prisons IG

2 SP, Jails SP

3 SP, Security 06.01.2007 SP

4 SP, SIT 06.11.2007 SP For militant crimes

5 Comdt., 2nd IRB (SP) SP

6 Comdt., 3rd IRB (SP) SP

7 Comdt., 7th IRB (SP) SP

Tripura

1 ADG, L&O, Armed Police & Ops

ADG

2 IGP (Trg. & Communications) IG

3 IGP, Intelligence IG

4 IG, Armed Police & Ops. IG

5 DIG, Armed Police & Ops. I DIG There are 14 Bns. and only 1 cadre post of DIG available

Annexure – VII

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Post Date of creation / Present posting

Rank in which to be encadred

Remarks

6 DIG, Northern Range DIG

7 Comdt., IRB SP

8 Comdt., IRB SP

9 Comdt., IRB SP

10 Comdt., IRB SP

11 Comdt., IRB SP

12 Comdt., IRB SP

13 Comdt., IRB SP

14 Comdt., IRB SP

15 Comdt., IRB SP

16 SP, Security SP Nagaland

1 ADG, Operations 08.09.2008 ADG

2 IGP, Range 08.09.2008 IGP

3 IGP, Prisons 08.09.2008 IGP Orissa

1 ADGP, Training 24.04.2000 ADG

2 IGP, Armed Police 31.05.1998 IGP

3 C.P., Bhubaneswar (IG) IGP

4 Addl. C.P., Bhubaneswar (DIG) 01.01.2008 DIG

5 DCP, Bhubaneswar (SP) 01.01.2008 SP

6 DCP, Bhubaneswar (SP) 01.01.2008 SP

7 DCP, Bhubaneswar (SP) 01.01.2008 SP

8 IG, Orissa Human Rights Commn.

25.11.2003 IGP

9 SP, Special Intelligence Wing 04.01.2008 SP Anti-Naxal

10 Commandant – IR Bn. SP

11 Commandant – IR Bn. SP

12 Commandant – IR Bn. SP

13 Commandant – IR Bn. SP

Annexure – VII

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Rank in which to be encadred

Remarks

14 Commandant – IR Bn. SP

15 Commandant – IR Bn. SP Punjab

1 ADG, Internal Vigilance & Human Rights

26.07.1995 ADG Created in IGP’s rank on 18.5.1989

2 IGP, Human Rights 23.09.04 IGP

3 ADG, Law & Order 31.01.2005 ADG Since 1983 in IGP’s rank

4 DIG, Community Policing 12.05.2006 DIG

5 DIG, Intelligence II, STF 12.05.2006 DIG Since 16.06.94 originally

6 DIG, CM Security 04.04.2001 DIG

7 IGP, EOW 12.05.2006 IGP

8 DIG, Investigation 12.05.2006 DIG

9 DIG, PAP-II & Training 12.05.2006 DIG

10 DIG, IRB-II & Training 12.05.2006 DIG

11 DG, Prisons 31.01.2005 In the rank of IGP since 2004

12 ADG-cum-Chief Dir. Vigilance Bureau

01.06.1987 ADG

13 IG-cum-Dir. Vigilance Bureau 27.05.1992 IG

14 DIG, EOW, Vigilance Bureau 25.04.1995 DIG

15 Commandant, IR Bn. SP

16 Commandant, IR Bn. SP

17 Commandant, IR Bn. SP

18 Commandant, IR Bn. SP

Non-cadre posts

Rajasthan

1 DG, Prisons (DGP) 22.08.1987 DGP

2 ADGP, Headquarters 21.02.2001 ADG

3 ADGP, Anti-Terrorist Squad & Special Operation Group

24.09.2003 ADG Change of nomenclature from ADG Spl. Crimes & Economic Offences

4 SP, Anti Terrorist Squad 01.10.2008 SP

Annexure – VII

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Rank in which to be encadred

Remarks

5 IGP, RSHR Commn. 18.03.1999 IGP

6 SP, CID, CB, Jaipur 09.08.1997 SP

7 SP, CID, Investigation 06.09.2003 SP

8 SP, ATC CID Int. 11.09.1995 SP

9 SP, ACB, Jaipur 16.01.2009 SP

10 SP, ACB, Udaipur 29.08.2008 SP

11 SP, ACB, Bharatpur 24.04.2000 SP

12 SP, ACB, Kota 24.04.2000 SP

13 DIG, Intelligence Ops. DIG

14 SP, Spl. Crimes & Eco. Offen. SP

Decadred in 2009

Sikkim

1 ADG, Special Branch ADG

2 IG, Security Nov. 2002 IGP

3 IG, Fire & Emergency Services April 1985 IGP

4 IG, Vigilance 1978 IGP Tamilnadu

1. ADG (Hqrs.) (ADG) 10.06.2002 ADG

2 SP, TNUSRB (SP) 04.06.1992 SP

3. Director, SCRB (IG) 10.01.2000 IGP

4 SP, Crime Branch II (SP) 07.03.1985 SP

5 SP, Crime Branch III (SP) 26.10.1999 SP

6. SP, Economic Offences Wing 15.10.1997 SP

7. IG Q Branch (IG) 04.10.2008 IGP Looks after Internal Security & Left Wing Extremism

8. SP, Special Division (SP) 08.04.1998 SP Deals with fundamentalism

9. SP, SIT, Chennai (SP) 08.04.1998 SP

10 SP, SIT, Coimbatore (SP) 08.04.1998 SP

11 SP, Enforcement (Prohibition) 01.10.1998 SP

Annexure – VII

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Rank in which to be encadred

Remarks

12 ADG, Armed Police (ADG) 30.06.2007 ADG 15 Battalions. Need ADG-1, IG/DIG-3 to supervise 5 Bns. each.

13 IG, Armed Police, Thiruchi 05.08.2007 IGP -do-

14 IG, STF (Ops. & Trg.) (IG) 15.08.2007 IGP No cadre post exists for STF

15 IG, Coastal Security Group 19.12.2006 IGP

16 SP, Coastal Security Group 31.08.1994 SP

17 SP, TN Commando Force 26.05.1997 SP

18 Project Officer, TNP Academy 15.02.2005 Could be redesignated as Director

19 IG, TN Police Academy 23.01.2008 IGP Could be redesignated as Addl. Director

20 SP, TN Police Trg. Academy 05.05.2008 SP Could be redesignated as Dy. Director

21 SP, Ariyalur 29.11.2007 SP Newly created district

22 SP, Tirupur 27.02.2009 SP -do-

23 SRP, Chennai 01.03.1998 SP

24 SRP, Thiruchi 01.03.1998 SP

25 CP, Chennai Suburban (IGP) 23.07.2008 IGP

26 Addl. CP (L&O), Chennai 15.11.2008 IGP

27 DCP, Crime & Traffic, Coimbatore

14.04.1990 SP

28 DCP, Crime & Traffic, Madurai 02.05.1990 SP

29 DCP, Crime & Traffic, Thirunelveli

18.06.1997 SP

30 DCP, Crime & Traffic, Salem 05.07.1997 SP

31 DCP, Crime & Traffic, Thiruchi 18.08.1997 SP

32 DCP, Kilpauk, Chennai (SP) 14.07.1999 SP

33. DCP, Mylapore, Chennai (SP) 28.07.199 SP

34 DCP, Hqrs. Chennai Suburban 18.09.2008 SP

35 DCP, Traffic, Chennai Suburban

21.09.2008 SP

Annexure – VII

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Rank in which to be encadred

Remarks

Uttar Pradesh

No information received from State Government

Uttarakhand

1 Director, Vigilance (ADG) 16.06.2004 ADG

2 CG, Home Guards (ADG) 14.01.2002 ADG

3 IG, PAC, TS & Fire Service IGP

4 DIG/Principal, PTC 17.01.2009 DIG

5 Asstt. To DGP (SP) 08.12.2000 SP

6 SP, PHQ 28.04.2008 SP

7 SP, Crime 31.05.2005 SP

8 SP, Special Task Force May 2005 SP West Bengal

1 ADGP, Training 20.07.1990 ADG

2 DG, Fire Services (ADG) 13.06.2000 IGP

3 IG, WB Human Rights Commn. 29.12.1999 IGP

4 IG, Correctional Services 1998 IGP

5 IG, Forest Protection 01.02.2001 IGP

6 Jt. CP, STF, Kolkata (DIG) 10.07.2008 DIG

7 Comdt., IR Bn. (SP) 2003 SP

8 Comdt., IR Bn (SP) SP

9 Comdt., Spl. Striking Force SP

10 Spl. SP, Intelligence Branch SP

11. Spl. SP, CID SP

12. DCP, SB (Security), Kolkata SP

Annexure – VIII

117

List of Posts Required under Expansion Plans

S.No Post Rank Remarks

Andhra Pradesh

1 SP, Urban, Warangal SP

2 SP, Urban, Tirupati SP

3 SP, Urban, Guntur SP

4 SP, Urban, Rajahmundry SP AGMUT

Arunachal Pradesh

1 DIGP, Armed Police Bns. DIG

Goa

1. DIG, CID & Intelligence DIG Will look after Training also

Mizoram

1 DIG, Armed Police Bns. DIG

2 Comdt., IR Bn. SP

3 Comdt., IR Bn. SP

4 Comdt., IR Bn. SP

5 Comdt., IR Bn. SP

6 Comdt., IR Bn. SP

Delhi

1 Addl. CP, Land & Building ADG

2 Addl. CP, Licensing ADG

3 DCP II, East Delhi SP

4 DCP II, West Delhi SP

5 DCP II, Outer Delhi SP

6 DCP II, South East Delhi SP

7 DCP, Cyber Crime SP

8 DCP, SCRB SP

Andaman & Nicobar Islands

1 SP, Coastal and VIP Security SP

2 SP, Training & Special Armed Police SP

Chandigarh

Annexure – VIII

118

S.No Post Rank Remarks

1 SP, Crime & Intelligence SP

Puducherry

1 DIG, Range + Crime + Intelligence DIG Assam & Meghalaya

Assam

1. DIG, Armed Police DIG

2 DIG, Armed Police DIG

3 DIG, Armed Police DIG

4 DIG, Armed Police DIG

5 DIG, Armed Police DIG

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

6 SP, Railways SP

7. SP, Railways 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.

Meghalaya

1 DIG, Fire, Emergency Services & Disaster Response

DIG

2 SP, Anti-Infiltration (including Immigration)

SP

3. AIG, Traffic (SP) SP Bihar

1. SP, Anti-Terrorist Force SP

2 SP, Special Task Force SP

3 SP, Special Task Force SP

4 DIG, BMP DIG For 17 Bns. only two posts of DIG sanctioned

5. DIG (Administration) DIG

6. SP, CID (SC/ST & Women’s Cell) SP

7. SP, State Security Group – VIP Security

SP 1 DIG only sanctioned

8 SP, Fire Service SP

9 SP, City - Gaya SP

10 SP, City - Bhagalpur SP

Annexure – VIII

119

S.No Post Rank Remarks

11 SP, City - Muzaffarpur SP

12 SP, City - Darbhanga SP

13 Dy. Director, BPA (DIG) DIG

14 Asstt. Director, BPA SP

15 SP, Spl. Branch (Naxal) SP SB has ADG-1 + IG-1 + DIG-1 + DIG (Security)-1 + SP-1.

Chhattisgarh

Nil Gujarat

1 Comdt., Chetak Commando Force SP

2 SP, Marine Commando Unit SP

3 SP, Marine Commando Unit SP

4 SP, Marine Commando Unit SP

5 SP. District SP A new district being created by bifurcating Kutch district

6 SP, Railways SP A new Railway Police district being created.

Haryana

Nil Himachal Pradesh

1 IG, Intelligence & Security IGP

2 DIG, Narcotics Control DIG

3 SP, District SP

4 Commandant, IR Bn. SP

5 Commandant, IR Bn SP

6 Commandant, IR Bn SP

7 IG, Training and Research IGP Jammu & Kashmir

1. IG IR, Jammu & Kashmir IGP

2. DIG IR - Jammu DIG

3 DIG IR - Kashmir DIG

There are 20 IR Bns in the State.

Annexure – VIII

120

S.No Post Rank Remarks

Jharkhand

1 IG/Director, State Police Academy IGP

2 DIG, STF DIG

3 SP, VIP Security SP

4 SP, Organised Crime, CID SP

5 SP, Economic Offences SP

Only one cadre post of SP exists in CID

Karnataka

1 IG State Industrial Security Force IGP

2 SP, Cyber Crime SP

3. SP, Yadgir District SP Newly created district Kerala

1. SP, AT & AEW SP Anti-Terrorist & Anti-Extremist Wing

2 SP, AT & AEW SP Anti-Terrorist & Anti-Extremist Wing

3. SP, DF & CC SP Digital Forensics & Computer Crime

Madhya Pradesh

1 IG, Anti-Terrorist Cell IGP

2 SP-I, Anti-Terrorist Cell SP

3 SP-II, Anti-Terrorist Cell SP

4 IG, Anti-Naxal Cell IGP

5 SP, Anti-Naxal Cell SP Maharashtra

1 SP, ATS Strengthening of ATS with an Intelligence Cell

2 SP, ATS (Tech. Wing) Technical Wing in ATS

3. DIG, SID

4. SP, SID

5 SP, SID

Strengthening of State Intelligence Department with creation of an Intelligence Analysis Wing

6. DIG, State Security Corporate

7. SP, State Security Corporate

8 SP, State Security Corporate

Creation of State Security Corporate for the security of vital installations, religious institutions and commercial establishments

9 SP, State Security Corporate

Annexure – VIII

121

S.No Post Rank Remarks

Manipur/Tripura

Manipur

1 IGP, Ops. & Provisions

2 DIG, CID, Crime Branch

3 SP, Vigilance

4 Comdt., 4th IRB

5 Comdt., 5th IRB

6 Comdt., 7th IRB

7 Comdt., 8th IRB

Tripura

1 Dir., State Police Academy (DIG)

2 A.D. State Police Academy (SP)

3 DIG, Armed Police & Ops. II Nagaland

Nil Orissa

1 DIG, Counter Terrorism Cell DIG

2 SP, Counter Terrorism Cell SP

3 SP, Counter Terrorism Cell SP

4 DIG, Spl. Int. Wing, Anti-Naxal DIG

5 DIG, Spl. Ops., Anti-Naxal DIG

6 SP, Spl. Ops, Anti-Naxal SP

7 SP, Spl. Ops., Anti-Naxal SP

8 DIG, Counter Organised Crime Cell DIG

9 SP, Counter Organised Crime Cell SP

10 IGP, Coastal Security IGP

11 SP, Coastal Security SP Punjab

1 IG, Org. Crime Control Wing IGP

2 IG, Narcotics Control Wing IGP

3 DIG, Narcotics Control Wing IGP

Annexure – VIII

122

S.No Post Rank Remarks

Rajasthan

Nil Sikkim

1. Commandant, IR Bn. SP

2 Commandant, IR Bn. SP

Newly created

Tamilnadu

Nil Uttar Pradesh

No information received from Government of UP Uttarakhand

1 IG, Ops., Anti-Terrorism, Anti-ISI & Anti-Naxal Operations

IG

2 Comdt., PAC (IR) Bn. (SP) SP West Bengal

1 IG, Special Operations, W.B. IGP

2 IG, Special Operations, Midnapur IGP

3 DIG, Intelligence, North Bengal DIG

4 DIG, Railway Police, North Bengal DIG

5 SP, Coastal Security SP

Annexure – IX

123

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 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total

1 Andhra Pradesh 1 6 4 5 5 3 5 4 5 4 2 4 48

2 AGMU 1 1 4 3 7 2 .. 2 7 3 3 4 37

3 Assam-Meghalaya 4 1 5 2 .. 4 9 6 1 5 5 3 45

4 Bihar 5 2 3 4 3 5 3 3 3 3 3 4 41

5 Chattisgarh .. .. 2 2 1 1 .. .. 1 .. 3 .. 10

6 Gujarat 2 2 3 5 3 .. 1 3 4 3 4 5 35

7 Haryana 1 3 1 8 3 2 6 4 1 4 2 3 38

8 Himachal Pradesh .. 5 .. 3 3 1 .. 1 2 .. 1 1 17

9 Jammu & Kashmir 4 1 1 1 1 .. 1 2 .. .. 3 .. 14

10 Jharkhand 3 2 2 4 1 .. 1 4 1 2 3 3 26

11 Karnataka 2 .. 10 2 .. 1 3 2 4 1 .. 8 33

12 Kerala 2 1 3 6 2 .. 7 1 2 2 2 4 32

13 Madhya Pradesh 1 .. 4 4 4 3 2 5 4 3 5 10 45

14 Maharashtra 3 5 7 6 4 2 7 6 3 4 4 2 53

15 Manipur-Tripura 1 1 1 3 7 3 6 .. 1 4 2 4 33

16 Nagaland .. .. .. .. .. .. .. .. .. .. .. .. ..

17 Orissa 1 2 .. 3 1 1 2 2 1 2 1 3 19

18 Punjab 2 6 .. 3 .. 1 3 2 3 2 3 1 26

19 Rajasthan 1 2 3 .. 4 2 2 3 6 5 4 3 35

20 Sikkim .. 1 1 .. .. 1 .. .. 1 .. .. .. 4

21 Tamilnadu 2 4 4 5 4 3 4 4 4 .. 6 5 45

22 Uttarakhand .. 1 1 3 1 1 .. 1 1 1 .. 1 11

23 Uttar Pradesh 5 12 19 6 9 8 8 7 5 5 5 7 96

24 West Bengal 3 4 6 5 7 3 3 6 3 6 3 3 52

Total 44 62 84 83 70 47 73 68 63 59 64 78 795

Annexure – X

124

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.

Annexure – X

125

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

Annexure – X

126

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

Annexure – XI

127

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