Recruitment Plan (2009-2020) for Indian Police Service

From MHA

Recruitment Plan (2009-2020) for Indian Police Service
Final Report
Kamal Kumar, IPS (Retd.)

Ministry of Home Affairs
Government of India



October 2009
Contents
Chapter 1.   Introduction            
1. 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 ii
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 iii
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 1
Chapter – 1
Introduction
1.1.  The Genesis
1.1. The existence of a large number of vacancies
1
 in the Indian Police Service (IPS), in
different  States  as well  as various Central Police Organisations (CPOs), has become a matter
of serious concern, particularly in view of the increasingly exacting demands of the current
day internal security situation of the country. Vacancies exist largely at the crucial cuttingedge levels of SPs and DIGs, affecting the smooth functioning of most of our internal security
agencies. The Ministry of Home Affairs, Government of India, therefore, initiated this study
project aimed at making a realistic assessment of shortages existing in the different cadres of
the Service as also the growing needs of IPS strength in view of the expansion plans of the
various State and Central Police Organisations, and drawing up a Recruitment Plan for IPS for
the period 2009 to 2020 based on such assessment. The project was entrusted to the
undersigned, and was undertaken with the assistance of Prof. S. Ramnarayan of the Indian
School of Business (ISB), Hyderabad as HR Consultant.
1.2.  Scope of study
1. To ascertain the exact extent of shortages of vacancies existing in the different State
Cadres of the Service vis-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.  2
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). 3
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. 4
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. 5
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 6
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 years
1
, 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 7
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 triennial
2
review which can, if
required, be made more frequent, the rate of annual recruitment must be adequate to fill
up all the posts within the next two or three years.
3) All posts in the State which are required on a long-term basis should be included in the
cadre. Only by including all the needed posts in the permanent cadre, the States will be
able to correctly assess their needs for recruitment.
4) At the time of the triennial review, a realistic estimate should be made of the new posts
required in the next 4 to 6 years on the basis of the previous rate of expansion of the
cadre and of the additional posts required in connection with the growing business of
the government and the cadre strength should be fixed after taking these needs into
consideration.
5) The Deputation Reserve is intended to provide a cushion to the State Government for
its temporary and unforeseen demands of  cadre officers for manning such ex-cadre
posts which are required temporarily for short periods and which do not qualify for
inclusion in the regular cadre strength. It is intended to cover short-term needs; longterm posts being brought into the regular strength of the cadre as soon as it is known
that they would continue over a period of time.
6) There should be no long-term ex-cadre posts. If there are any, they ought to go into the
cadre.
7) The state governments should sponsor their triennial cadre review proposals after
taking into consideration their requirements of  at least 3 years to avoid frequent
proposals for amendments to the cadre schedule. However, where changes in the cadre
are considered unavoidable and cannot be delayed till the next triennial cadre review,
in such circumstances, proposals may be made once in a year, i.e., in the month of
January.
                                               
2
 Now quinquennial 8
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.  9
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 counterproductive in more ways than one.
2.5.  Existence of large number of ‘Ex-cadre’ posts
2.5.1. Since the cadre reviews in the recent times have been exceedingly unrealistic, the State
Governments, mostly to meet the growing needs of policing and internal security tasks and,
many a time, also to merely enhance promotional prospects of their  officers, have been
creating inordinately large numbers of ‘ex-cadre posts’ within their own powers, to the extent
of grossly distorting the cadre structures. In AGMUT cadre, the State Governments and UT
Administrations describe some of these posts as ‘non-cadre’ posts. Gross over-utilisation of 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
3.  Assam 16 39
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
15  Manipur 9 14
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 11
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.   12
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 longterm basis, in the authorized cadre strength of the IPS. An attempt has been made in the course
of this project to identify such posts but this has been done, albeit, conservatively.
2.6.  Periodicity of cadre review
2.6.1. The nature of work in internal security organizations inevitably involves frequent and
discontinuous changes as the sources, nature and extent of internal security challenges keep
changing in an ever-dynamic environment. This necessitates frequent enough periodical
reviews of the cadre structure. The periodicity of cadre reviews for the IPS, under Rule 4 of
the IPS (Cadre) Rules, 1954, was originally fixed at 3 years. The Government of India had
further notified
3
 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 increased
4
 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 13
2.6.2.   The result is that the States have to wait for a period of at least 5 years from the date of
the previous DoPT notification  of their cadre schedules, for any revision in the strength of
cadre posts. While 5 years is the prescribed periodicity for the exercise, the ground reality is
that in most cases, it takes even much longer. The extant position of latest cadre review
notifications with dates, for different State cadres, may be seen in Annexure V. It may be
noticed that the cadre schedule in respect of Orissa was last revised in 2001; that of Sikkim in
2002; those of Jammu & Kashmir, Madhya Pradesh, Maharashtra, Manipur-Tripura, Punjab
and West Bengal in 2003; and of Bihar, Chhatisgarh, Gujarat, Jharkhand, Uttar Pradesh and
Uttarakhand in 2004.
2.6.3.   The revised cadre schedules in respect of Kerala (due in 2006), Assam-Meghalaya (due
in 2007), Andhra Pradesh and Rajasthan (both due in 2008) were notified only this year. And,
how paltry have been the increases in cadre strength, yielded by these reviews, is reflected in
the following table:
State  Strength of Cadre Posts Increase
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 14
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. 15
Chapter – 3
Realistic Status of Shortage of IPS Strength
3.1. Large scale vacancies against the authorized strength
The IPS Civil List-2009 shows a shortage of 657 officers (414 in direct recruitment
quota and 243 against promotion quota), as on 01.01.2009, after taking into account 100 IPS
probationers of the latest batch who were expected to have joined service by then. Out of
these 100 probationers, only 91 remain under training at the National Police Academy while
9 have dropped out, adding that number to the shortage. During the year 2009, 44 directly
recruited officers and 67 promoted officers were due for retirement on superannuation. Of
course, a new batch of probationers would be joining the Service, during the year, and some
officers would also be inducted through the promotion quota.
3.1.2. The current ground-level situation, as ascertained from the States in the course of this
project, shows a shortage to the tune of 654 officers. State cadre-wise breakup of shortages
may be seen in Annexure – VI.
3.2. Shortages on account of ‘Ex-cadre’ posts
3.2.1. As discussed earlier, the existence of an inordinately large number of ‘ex-cadre’
posts, over and above the authorized strength of ‘State Deputation Reserve’, has been a huge
impediment in meaningful determination of the rate of recruitment of IPS officers. Since the
number of such posts is substantially large  and most of them are needed for important
internal security tasks and other ground-level requirements, they take away a large chunk of
available officers, leaving some of the cadre posts vacant and also causing a dent on the
availability of officers for the ‘Central Deputation Reserve’ and for several important posts
under the ‘State Deputation Reserve’, as, for instance, the posts of  Vigilance & Security
officers in State Government undertakings and so on. All such posts, including the vacant
cadre posts, are have to be filled by State Police Service officers. In Goa, for instance, the
only two IPS SPs available (as per the authorized cadre strength) are posted against two ‘excadre’ posts while the posts of both the District SPs are occupied by non-IPS officers of the
State Police Service. The study revealed that in quite a few States, many posts of District
SPs, are now occupied by non-cadre officers belonging to the State Police Services. 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 excadre 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 SPlevel officers, for policing in the current internal security scenario.   Further, baggage from
their past careers and experiences will be difficult to shed for them and they would find it
difficult to integrate themselves with the professional needs and ethos of the new organisation.
4.2.7. Strong reservations were voiced against the induction of Army officers too, since many
of the above obstacles would have to be confronted in their case as well. It was also pointed
out that the Army itself was suffering from an acute shortage of officers which was much
greater than that in the IPS, and it would not be prudent in the overall national interest to poach
on the 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 timeconsuming. It consists of the following successive steps:
1) Intimation of vacancies by the State Government concerned,
2) Confirmation of vacancies by the Central Government,
3) Forwarding of proposal to UPSC by the State Government for convening the
meeting of the Selection Committee,
4) Scrutiny of the proposal by UPSC, inter alia, to verify the eligibility of officers,
5) Fixing up of a date for Selection Committee Meeting by UPSC,
6) Selection Committee Meeting,
7) Approval by the State Government of the list prepared by the Selection Committee,
and obtaining of the Central 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 06.08.2009
1
S.No. Cadre Number of
vacancies
Year of
vacancies
Status
1. Andhra Pradesh  02 2008 Proposal received from State Govt.
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-
4. Chhatisgarh  01 2008 Vacancy intimated by State Govt.
 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
11. Kerala  02 2008 Proposal received from State Govt.
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
16. Nagaland  01 2008 -do-
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
20. Sikkim  Nil 2008
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
26. AGMUT  03 2008
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 IGP
2
 (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 threetiered induction process, consisting of: 33
(i) A written examination, to be conducted by UPSC every year on a fixed  
 date, say, 1
st
 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
S.  Officers
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) 53
(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
supplyAnnexure – III
66
             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 Annexure – III
67
Thus staffing strategies are the means used to anticipate and manage the supply of and
demand for personnel. These staffing strategies provide overall direction for the ways in
which personnel activities will be developed and managed. Finally, specific personnel plans
are developed to provide more specific direction for management action.
Progressive Approaches to Staffing Strategies:
The literature suggests that implementing  more pragmatic approaches to strategic
staffing can yield the high quality results that organizations need and expect. We draw heavily
on the work of Thomas Bechet who has interesting perspectives on the subject.
It is considered important to begin the process by defining different objective as building a
context for decision making rather than predicting the future. Thus the goal of staffing
strategy in the longer term context may be considered as reaching a more effective short term
staffing decision. This is a far more realistic objective for the process. Certain themes emerge
as being more effective approaches to strategic staffing. In the following paragraphs, we have
summarized the themes that are more relevant for this project.
1. While usually the focus is on organizations/ units and numbers, an argument is
made that our focus should actually be on issues. This means that we should pay
greater attention to critical staffing issues. For example, we should identify those
areas that are absolutely critical to organizational effectiveness, and build a staffing
strategy that focuses solely on positions. We should pay greater attention to those
positions that are hard to fill. This would require a hard-nosed assessment of actual
police jobs especially those that need to be manned by officers from the cadre. We
may also create a strategy that is concentrated on jobs for which the organisation
needs to tap new, non-traditional sources of key talent. In such areas, it may be
possible to explore lateral  selection with job equivalence rather than through
placement of officer/s from the cadre. The examples might include: provisioning
and logistics; wireless and communications; welfare; police housing, etc. The nontraditional sources could be private sector or even be tenure based / regular
appointments from the army (short service commission).
2. Rather than creating a one-size-fits-all process that is applied uniformly
everywhere, it would be better to adopt planning parameters appropriate for the
issue being examined. A one-size-fits-all process is followed to bring consistency
in approach. The planning parameters would include: planning horizon, model for
staffing etc. For example, within the CPOs, requirements of different units should
receive separate attention. The manpower planning is done at the DGP level should
work with data analysis and insights emerging from a process of bottom-up
planning.
Different staffing issues need different kinds of attention. Certain staffing issues 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 Annexure – III
68
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, Annexure – III
69
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 Annexure – III
70
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). Annexure – III
71
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. Annexure – III
72
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.  Annexure – III
73
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:
ƒ Looks for evidence of those competencies in the job model
ƒ Focuses on past events
ƒ Follows the rules of competency evidence
ƒ 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: Annexure – III
74
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 Annexure – III
75
placement is the only way to ensure that most suitable persons are selected. Key competencies
required for civil services have been classified under the following heads:
• Functional Competencies / Technical Competencies (These are largely the knowledge
and skills required to manage operations as well as formulate and implement policies
for the respective department)
• Managerial and execution competencies: These are the managerial and administrative
competencies required to mange or execute the various tasks and activities and ensure
good performance. These may include project management, finance, social marketing,
economic Analysis, MIS, operations  management, coordination, resource
mobilization, resource allocation, monitoring, people management skills etc.
• Leadership Competencies -besides ability to take proactive action, entrepreneurial
skills, leadership and change management skills, risk taking and decision making
skills. People management skills
• Human relations competencies. These may  include team work, public relations,
interpersonal relations, creativity and creative problem solving abilities
• Conceptual competencies required to think  big, think ahead, visualize the impact of
policies ( long term and short term ) on the different stakeholders
A detailed and scientific study conducted with some external help would be able to
help evolve the list of competencies to be tested for IPS candidates. It is recommended that
competency mapping for IPS entry level should  preferably be internally developed by inhouse teams with outside technical expertise on competency mapping process.
On the basis of his inquiry, Prof. TV Rao has recommended that general competencies
should be necessary for first level entry into civil service. In his view, this could be done by
usual testing of language, mathematics, management, public administration, general
knowledge and general intelligence, management aptitude, human relations and public
management skills etc. Competency based testing should be done subsequently.
Broad Steps for Competency based Recruitment
1. Start with competency list derived from Competency mapping
2. Use them to develop interview schedules
3. Use them to search for appropriate psychometric tests and other assessment tools.
Look for role based competencies at the time of recruitment.
4. Brief and train the interviewers and all other officials participating in recruitment
to be familiar with the competency models and use them in recruitment. Annexure – III
76
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:
ƒ 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?
ƒ 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:
ƒ 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:
ƒ 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?
ƒ 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? Annexure – III
77
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:
ƒ 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?
ƒ How to cope with new position and responsibilities without getting affected by the
past baggage?
ƒ How to achieve the desired change in perspectives in viewing and dealing with the
same professional issues and problems, in the new position?
ƒ 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:
ƒ 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?
ƒ 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?
ƒ 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; Annexure – III
78
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
ƒ 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?
ƒ What are the behaviours and attitudes  that keep people from acknowledging or
addressing the problem?
ƒ 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
ƒ 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?
ƒ Does our guiding team concern itself with big picture or is it preoccupied with trying to
micro manage issues? Annexure – III
79
Clarifying how the future would be different from the past, and how we can make that
future a reality
ƒ 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?
ƒ 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
ƒ How do we communicate to our people that our change strategy is consistent with identity
and larger values of IPS?
ƒ 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?
ƒ 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
ƒ What are the obstacles that suck confidence  and draw attention away from change  
strategy?
ƒ What are some of the old processes/ work methods etc. that are coming in the way?
ƒ How can we get more people involved?
Creating some clear & visible successes as soon as possible
ƒ 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?
ƒ 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
ƒ 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?
ƒ 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 Annexure – III
80
ƒ How do we ensure that some of our best people continue to pay  attention to change
issues?
ƒ How do we orient our managers to the new approach? How do we institutionalize the
new culture in our management teams so that everyone drives change in the right areas
and makes them stick?
For effectively addressing the change management issues, it is necessary to first carry
out a diagnostic exercise to check what the reactions are to change, and what can be done to
overcome possible resistance to change. Bringing  about change can be really hard, and the
effective leadership of change demands time and attention to nuance. It is not uncommon to
find out that otherwise fine change management strategies may falter because the leaders and
their consultants adhered to “the book” too  rigidly. They missed the cues that something
different was needed.
For effectively bringing about these changes, a change management team may be
constituted of carefully chosen individuals committed to change. An outside expert can be coopted as a member of this team. This team can first decide how the change should be executed
and then do what is necessary to implement the change successfully.
… 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 29.04.1982
28 DCP, EOW, Thane 29.08.2005 94 DCP/SP, ACB Nagpur 29.04.1982
29 Addl. CP, Crime, Pune  95 ADGP, ANO, Nagpur* 27.05.1991
30 Addl. CP, Pune 14.06.2007 96 DIGP, ANO, Nagpur*  17.02.2006
31 Addl. CP, Pune 14.06.2007 97 SP, ANO, Nagpur 17.02.2006
32 Addl. CP, Pune 14.06.2007 98 Spl. IGP - ATS, Mumbai 08.07.2004
33 DCP, Traffic, Pune 03.01.1994 99 DIGP - ATS (1) 08.07.2004
34 DCP, Crime Branch, Pune  100 DIGP - ATS (2) 08.07.2004
35 Addl. CP, Crime, Nagpur 29.01.1993 101 DCP, ATS (1), Mumbai 08.07.2004
36 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* 14.06.2007
39 DCP, Traffic, Nagpur 00.06.2004 123 CP, Railways, Mumbai* 14.06.2007Annexure – 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) 24.09.2003
41 DCP, HQ, Nasik 07.08.1968 125 DIG, Wireless, Pune 18.02.1995
42 DCP, Zone, Nasik 21.09.1990 126 SP, Wireless HQ, Pune
43 CP, Aurangabad*  127 Spl. IGP, MT, Pune* 14.06.2007
44 DCP, HQ, Aurangabad 05.08.1991 128 Comdt. Gen. HG & Dir., CD 06.01.1949
45 DCP, Zone, Aurangabad 05.08.1991 129 MD, M.S.P.H. & W. Corpn.  13.03.1973
46 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 PradeshGoa-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
99
Sl.
No.
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, 1
st
 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  Annexure – VII
100
Sl.
No.
Post  Date of
creation /
Present
posting
Rank in
which to be
encadred
Remarks
9 DCP, 8
th
 Bn. 24.09.1981 SP
10 DCP, 9
th
 Bn. 24.09.1981 SP
11 DCP, 10
th
 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
101
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
102
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
103
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
104
Sl.
No.
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
105
Sl.
No.
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., 2
nd
 IRB 06.11.2002 SP
14 Comdt., 3
rd
 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 – 1
st
 Bn. 2009 SP
10 CO IR – 8
th
 Bn. 2008 SP
11 CO IR – 6
th
 Bn. 2009 SP  Annexure – VII
106
Sl.
No.
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
107
Sl.
No.
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, 6
th
 Bn. 11.02.2006 SP
13 CO, JAP, 8
th
 Bn. 22.02.2007 SP
14 CO, JAP, 10
th
 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
108
Sl.
No.
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  Annexure – VII
109
Sl.
No.
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
110
Sl.
No.
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
111
Sl.
No.
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., 2
nd
 IRB (SP)  SP
6 Comdt., 3
rd
 IRB (SP)  SP
7 Comdt., 7
th
 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
112
Sl.
No.
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
113
Sl.
No.
Post  Date of
creation /
Present
posting
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
114
Sl.
No.
Post  Date of
creation /
Present
posting
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
115
Sl.
No.
Post  Date of
creation /
Present
posting
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
116
Sl.
No.
Post  Date of
creation /
Present
posting
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., 4
th
 IRB  
5 Comdt., 5
th
 IRB  
6 Comdt., 7
th
 IRB  
7 Comdt., 8
th
 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

http://mha.nic.in/pdfs/IPS-RecttPlan130310.pdf