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Minutes of 129th PBB meeting held on 16th October, 2015 in Conference room , 2nd floor, PTI Bldg , New Delhi

Present

Dr. A. Surya Prakash, Chairman, PBB Shri Jawhar Sircar, Chief Executive Officer Shri J. S. Mathur, AS & Nominated Member Shri Suresh Chandra Panda, Member (P), PB Shri Rajeev Singh, Member (F), PB Shri Muzaffar Ali, Part-time Member Shri F. Sheheryar, DG, All India Radio Shri C. Lalrosanga, DG, Doordarshan Invitees

Shri S.K. Jindal, ADG (E&A), PBS Shri Sunil, ADG (Engg.), DD Shri R.K Jain, Adv (T), PBS In Attendance Ms. Aparna Vaish, ADG (Ops.), PBS Shri D. Malvey, Adviser, PBS Ms. Chandra Katyal, DD (PBB) Shri Ganesh Iyer, OSD to M (P)

Prof. S.K. Barua was unable to attend the meeting because of his other commitments and was granted leave of absence by the Board.

1. Ratification of Minutes of the 128th Board Meeting (Agenda A-1)

Chairman welcomed the Members to the 129th

Board Meeting and invited their attention to the Agenda

on ‘Ratification of the Minutes of the 128th PBB Meeting’.

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1.2 In this context, the Tabled Item-1, detailing the

observations of Nominated Member and M (F) on the draft

minutes of the 128th PBB Meeting and responses of PB

thereto, was taken up.

1.3. In each case, the observation made was read out

along with comments of Prasar Bharati thereupon.

Observation 1. Para 4.3.3 :

1.3.1. It was stated by M(P) that, as per Board approval,

this proposal for an alternate disciplinary authority for

Group B officers in the event of DGs holding current duty

charge, had been referred to the Ministry as it pertained

to a change in the regulation. He explained that, in the

present dispensation of absence of regular DGs, all

disciplinary matters are going to CEO as Disciplinary

Authority and he is not able to function as the Appellate

Authority. This was creating problems. The Ministry may

take a view in the matter.

1.3.2. Nominated Member mentioned that he appreciated

the problem of Prasar Bharati. However the Ministry would

have to take it up with DOPT and then record its opinion.

Since, PB had already referred the matter, an appropriate

decision would be taken.

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1.3.3. It was decided to retain the recording as in the

minutes.

Observation 2. Para 4.6.4 :

1.3.4. Nominated Member observed that the posts have

to be ‘live’ if they are to be filled up. He desired to know

whether officers, i.e., ADGs, taken on deputation are

being taken against live posts and against posts recently

revived by the Ministry.

1.3.5. M (P) mentioned that PB had initially sent a

proposal for revival of 6 posts of ADGs and 32 posts of

DDGs to be filled up on deputation basis, which was

approved by D/o Exp. Subsequently relaxation was sought

to fill the revived posts by promotion of departmental

officers at the ADG and DDG level. However, the issue in

question was relating to deputationists, who will be taken

against live posts.

1.3.6. Nominated Member observed that the basic issue

was that officers on deputation may be appointed against

live posts and desired that this may be recorded.

1.3.7. M (F) interjected to say that the proposal for

deputation of officers for the Finance cadre, as placed

before the last Board, was irrespective of the status of

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post, as the payment is proposed to be made through

IEBR if live posts were not available. This was agreed to.

1.3.8. It was agreed to retain the minutes as recorded.

Observation 3. Para 1.8

1.3.9. It was agreed to modify the minutes as

suggested in column C.

Observation 4. Para 4.7.3:

1.3.10. Nominated Member mentioned that he would

once again like to point out that the conduct of DPCs

under reference by PB was a serious matter as it was

against the advice of the Law Ministry.

1.3.11. Member (P), for the benefit of the Members,

explained the entire sequence of developments leading to

the conduct of the DPCs in question. He stated that the

context was known to all the Board Members. UPSC had

sworn on affidavit that it would not conduct DPCs for the

PB posts and had asked PB to hold the DPCs. There was

a Court order to conduct the DPC and going contrary to it

would have lead to Contempt, for which the CEO would

have been held responsible. Ministry’s lawyer had

absolved the Ministry of all responsibilities in the matter

stating before the Court that responsibility for action

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rested with PB. A view was thus taken, based on the

circumstances, to conduct DPC.

1.3.12. M (P) sensitized the Board that PB was left with

no officer of DDG (P) rank today. Hence, the Board has

taken a considered view on the issue and if any crisis or

problem arises, it will be appropriately tackled. He said

that this was for the welfare of the Programme Cadre,

which had suffered for many years without a single

promotion. He concluded by saying that there appeared to

be ‘light at the end of the tunnel at last and PB should go

ahead’. He hoped that the Ministry would appreciate the

situation and that it would lend its support in the matter.

1.3.13. NM stated that the advice of the Ministry of Law

needs to be taken into consideration.

1.3.14. M (P) submitted that Ministry of Law gives an

opinion/advice and similarly DOPT also gives an

opinion/consideration on various matters. However, in the

Courts of Law, such advices were questioned at times. He

gave the recent instance, when DG,AIR was summoned

by the Court and questioned on taking recourse to the

advice of the DOPT and the Ministry and charged with

contempt on account of this.

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1.3.15. Chairman stated that he fully endorsed the views

of M (P) and said that Members of the Board being hauled

up before the courts in matters of contempt was

extremely undesirable. The issue of not giving promotion

to the officers of DD & AIR has been hanging fire for the

last several years. The resolution of this issue was among

the big ticket items that he expected the present Board to

achieve. It was important for PB to have its own

Recruitment Board to handle issues of recruitment and

promotions and this was a high priority.

1.3.16. It was agreed to retain the minutes as recorded.

Observation 5. Para 5.1.7:

1.3.17. NM queried as to whether it had been resolved

by the Board that Management Committee would finalize

matters of foreign deputation of PB as there appeared to

be a lack of clarity in the minutes.

1.3.18. Chairman stated that there was no contradiction.

He had stated that inordinate delays in the approvals of

foreign tours of PB officers, especially when they were

required to travel abroad at a short notice, was very

inconvenient and, hence, the 3 Members of the Board,

who form the Management Committee, were competent

to take decisions on matters of foreign tours, which

should be an unanimous decision, and that he was

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confident that Secretary, MIB would appreciate such

decision making process and the same would be discussed

with him as well.

1.3.19. Member (P) submitted that he had personally

brought up this matter before Secretary, MIB and it was

also proposed to have another round of discussions

covering other personnel matters and that he had been

apprised of the issue. It was again clarified that the MC

would take decisions regarding foreign tours and

deputations.

1.3.20. It was agreed to retain the minutes as recorded.

2. Personnel Issues (Agenda E)

2.1. Filling up of the posts of Assistant Director (Engg.) and Assistant Director (Prog.) in the Pay Scale of PB-3 Rs. 15600-39000 + GP of Rs. 5400 by Direct Recruitment

(Agenda E-1)

2.1.1. It was informed by Member(P) that out of 3452

posts identified as critical for the organisation and

permitted for revival and filling up by the

Government, 580 posts were Group ’A’ posts.

2.1.2. While the Group ‘B’ & ‘C’ posts within 3452

critical posts were taken up for recruitment through

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SSC as a one-time arrangement, the Group ‘A’ posts

remained unfilled. Of the 580 Group ‘A’ posts, 360

posts were Engineering posts for recruitment of

Assistant Directors (Engg.) [AD (E)] in the pay scale of

PB3, Rs. 15600-39,100 + GP Rs. 5400/-. Remaining 220

posts were for the Programme Cadre for recruitment

of Assistant Director (Programme).

2.1.3. These posts were supposed to be filled up

through Recruitment Boards as provisioned for under

Section-9 and 10 of the Prasar Bharati Act. Since

Prasar Bharati Recruitment Board is yet to be

established and there is a constant depletion of

officers in the absence of any recruitment for 15-20

years, it is essential that these posts be filled up

through a special dispensation.

2.1.4. As far as Engineering posts are concerned, it

was informed that a large number of Government

Public Sector Undertakings, which include IOC, NTPC,

NHAI, etc., are recruiting for entry level engineering

posts through GATE. It was pointed out by ADG (E&A)

that the Power Grid Corporation, ONGC, and

National Fertilizers Limited have already advertised in

the Employment News for recruitment to the entry

level engineering posts through GATE 2016.

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2.1.5. GATE is conducted jointly by Indian Institute

of Science and 7 IITs on behalf of National

Coordination Board – GATE, Ministry of HRD. GATE

2016 online examination is scheduled between January

10 and February 7, 2016 and results would be

announced on March 19, 2016. The last date for

submission of on-line applications was October 1, 2015.

2.1.6. As such, 360 posts of AD (Engg.) were proposed

to be filled up through the already notified GATE Exam,

2016.

2.1.7. Filling up of 220 posts of AD (Prog.) was an

imperative requirement considering the fact that in the

absence of senior supervisory programming officers,

majority of the AIR and DD stations had been

headless. The Programme Cadre was actually more

severely compromised because of huge decimation in

numbers due to nil recruitment and continuous

retirements. In the absence of all India level

examination like GATE for Engineering disciplines,

there was no alternative but to set up a mechanism for

Special Recruitment for this requirement, specific to

AIR and DD. It was considered that the best way

could be to get help of a national level body, like

IIMC (Indian Institute of Mass Communication) of the

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Government to hold a professional examination for

recruitment to this level of programming officers.

2.1.8. It was proposed to have a dialogue with

Indian Institute of Mass Communication to conduct a

professional examination for recruitment for this

level of programme officers of Prasar Bharati.

2.1.9. Approval of the Board was sought so

that a detailed proposal, on these lines, could be

sent to MIB for approval.

2.1.10. Nominated Member pointed out the

following:

i) the closing date for GATE, as stated in the

Agenda note, was 1st October, 2015, which was

already over;

ii) it needed to be seen whether all the disciplines

required by PB for filling up the posts of AD

(Engg.), were covered by GATE, since it was

necessary that all the disciplines should be

covered.

iii) Of the 360 posts mentioned in the Agenda, only

120 posts were live in the Engineering Cadre and

75 out of 220 posts were live in the Programme

Cadre. He desired that in the proposal to be sent

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to the Ministry, revival of the remaining posts

should also be sought.

2.1.11. It was clarified by ADG (E&A) that, as far

as disciplines were concerned, some were covered

by GATE examination, whereas, for others, a request

for their inclusion could be made to the National

Coordination Board - GATE - Ministry of HRD.

2.1.12. Regarding the date of application already

being over, the options available were (i) either to

go ahead with already received applications or, (ii)

defer the recruitment through GATE to next year,

when a detailed advertisement could be issued by

Prasar Bharati covering all disciplines or (iii) request

GATE to reopen a window for a short period for

receiving applications against PB’s advertisement to be

issued.

2.1.13. It was stated by Member (F) that the GATE

examination primarily was meant for admission to

Postgraduate courses in Engineering, whereas, the

PB requirement was for Graduate Engineers. Thus,

by not allowing applications against specific

advertisement of PB, a number of eligible and

interested applicants may be denied the

opportunity of applying.

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2.1.14. It was observed by Shri Muzaffar Ali that

while a huge staff component of PB, belonging to

both Engineering and Programme, was completely

demoralized on account of not receiving any

promotion for years altogether, PB was opening up an

opportunity for fresh induction without first

redressing the longstanding problem of stagnation of

existing incumbents.

2.1.15. It was submitted by DG, AIR that he

had been approached by both Engineering and

Programming personnel to plead to the PB to open

a special window to permit the eligible Programme

and Engineering officers to compete for the direct

recruitment through suitable relaxation of age, etc.,

in the RRs.

2.1.16. Chairman expressed deep concern on the

point raised by Shri Muzaffar Ali on the state of

demoralisation in Programme and Engineering cadres

over absence of any career progression over the years.

2.1.17. He was of the firm opinion that while the

Group ‘A’ posts needed to be filled up at the

earliest on account of critical operational

requirements of the organization, it had to be done

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in a fashion so that the interest of the existing

employees was taken care of. If this involved a

fast track mechanism to give them their long

overdue promotion, the same had to be taken up

on priority and if, through appropriate relaxation in

RRs, they could be made eligible for competing

for direct recruitment, it was obligatory on the part

of the Board to be totally supportive of such a

measure.

2.1.18. It was clarified by Member (P) that, firstly,

it had to be understood by Board Members that

proposed direct recruitment was not, in any way,

transgressing the promotional opportunities of the

existing personnel. He explained that there was

distinct quota for both promotion and direct

recruitment.

2.1.19. In this context, M(P) also observed that the

entire process of promotion could be completed first

before taking up the direct recruitment so that no

injustice, in terms of loss of seniority, would accrue

to the existing employees on account of fresh

inductees taken through direct recruitments.

2.1.20. CEO intervened to bring to the notice of

the Board the various steps that had been taken by

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PB with Board’s approval to address the complicated

HR issues in the organization. He pointed out that

the first step that was taken was to maintain a

sustained pressure on both the Directorates to

complete long pending DPCs which were to be held

at the level of DD and AIR. He placed before the

Board that, due to PB’s constant insistence in the

matter, such DPCs were completed and promotion

given where they were due. The next step was the

holding of DPC at the UPSC level, for which CEO

and Members personally met UPSC Chairman and

senior officers to request them to hold the DPC to

give relief to the personnel of PB. He informed

the Board that sustained efforts by PB did not met

with any success because UPSC persistently refused

to conduct the DPCs for reasons that had been

placed before the Board earlier.

2.1.21. When it was amply clear that UPSC was

not holding DPCs, Prasar Bharati pursued with

renewed vigour, the setting up of PBRB, which had

remained pending since 1997. He informed that

there were two options open to the Board for the

setting up of PBRB. The first was to come up with

a new body for recruitment with creation of new

posts and appointments to these posts. The second

option available was to declare an existing body as

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the Recruitment Board. Since the Board decided

for the first option, PB had to engage itself in a

continuing debate with the Ministry over the issue

of level of posts of the Chairman and Members of the

proposed recruitment board. He said that he was

constrained to place before the Board that this

matter had just been ‘filibustered’ since June, 2013

with no progress and the situation had come to such a

pass.

2.1.22. In summation he said that the PB Board

was fully sensitized to the anxiety and

apprehension of the employees and course of action,

that he proposed, was as under:

• DPCs for all eligible officials should first be

completed by PB and this would have minimum

financial implications as most of the personnel

were already drawing financial benefits under

MACP.

• The Prasar Bharati should then address the

eligibility issues and relaxation of the existing

RRs to enable all eligible employees to apply

for direct recruitment posts with suitable age

relaxation.

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2.1.23. Chairman reiterated that all DPCs should

be completed at the earliest and suggested that

Board should come up with a clear resolution in the

instant Agenda item.

2.2.24. The Board took cognisance of all the matters

placed before it and noted with concern the

injustice that appeared to have been meted out

because of the insurmountable difficulties in

maintaining the pre-1997 position of promoting eligible

categories of employees of PB through UPSC and

resolved that it was essential and imperative that the

large number of eligible stagnating employees be

given justice in terms of their due promotion

through an appropriate process and procedures,

and the Committees constituted for the purpose

after taking into cognisance the repeated and

reiterated reluctance of the UPSC to participate in

the said process.

2.2.25. The Board further resolved that the critical

posts numbering 360 for AD (Engg.) and 220 for

AD (Prog.), as approved by the Group of Ministers

and as revived by the Government in 2011, that

could not be filled in the long interregnum for want

of an appropriate recruitment procedure and body,

shall be filled in through time tested and expeditious

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mechanism of GATE for AD (Engg.) and IIMC would

be approached to conduct free, fair and

transparent examination for selections for the posts

of AD (Programme) along with such other incidental

live vacancies that might be existing at that point

of time. “It was further resolved that those in the

Programme Cadre who were otherwise qualified for

the selection but happened to be overage by five years,

should be permitted to compete after the Board is

appraised of similar precedences duly approved by

the Government.”

2.2 Special Recruitment Drive for identified posts for Persons with Disabilities in compliance to Supreme Court order

(Agenda E-2)

2.2.1 It was informed by ADG (E&A) that in

compliance with the Supreme Court judgement dated

28.04.2015 in the contempt petition No. 199/2014,

certain number of vacancies, identified for Persons

with Disabilities (PwD) for filling up through Special

Recruitment Drive (SRD), PB had been directed by

the Minsiry of I&B that these vacancies were to be

filled up by February, 2016 as per the timeline and

procedure stated in the Agenda Note.

2.2.2 He informed that of the 93 posts identified, 7

were Group ‘A’ posts and 86 were Group ‘B’ & ‘C’

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posts (50 posts in DD and 36 posts in AIR), as

detailed in Annexure-23.

2.2.3. In respect of 33 vacancies of MTS, it was

decided that these would be filled up by SSC, as a

special case. The remaining vacancies would have to

be filled up by Prasar Bharati on its own.

2.2.4. In the light of the above and in view of

the urgency of action for completing the process in

the given timeline, the approval of Prasar Bharati

Board was sought on the following:

• Since other than 7 Group ‘A’ posts, all other

vacancies were under deemed abolition, the

revival of 86 deemed abolished posts needed to be

taken up with Department of Expenditure;

• Recruitment of 7 Group ‘A’ posts by Prasar

Bharati as per the draft Recruitment Rules already

referred to MIB for approval.

• Filling up of 33 posts of MTS through SSC.

• Filling up of posts, as detailed in para 13 (iv) of

the Agenda Note, as per Recruitment Rules,

2013.

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• Filling up of live post of Library and Information

Assistant as per Government RRs.

• Filling up of Group ‘B’ & ‘C’ posts, as detailed in

para 13(vi) of the Agenda Note, as per RRs of

2002.

2.2.5 It was submitted before the Board by ADG

(E&A) that, in the absence of PBRB, the recruitment

of these posts would be taken up through special

dispensation by PB, for which Board’s approval would

be taken.

2.2.6. Considering the directions of the Supreme

Court and the decisions of the Government to

complete the Special Recruitment Drive for Persons

with Disabilities by the stipulated timeline of

February, 2016, the Board approved the proposal,

as placed in para 13 of the Agenda Note, to be

sent for approval to the Ministry.

2.3. Appointment of Shri Amit Tripathi as Head, Sales & Marketing, DD Kisan (Tabled Item-2)

2.3.1. The Board considered the Agenda Item

(tabled) for fresh engagement of Shri Amit Tripathi,

as Head, Sales & Marketing in DD Kisan. It was

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brought to the notice of the Board that the

Management Committee of PB had recommended that

the consolidated remuneration of Shri Amit Tripathi

may be fixed at Rs. 1.75 lakh per month for a

period of one year with clearly specified job profile

and revenue target, and that his performance be

appraised after 6 months, based on which, further

continuation would be considered.

2.3.2. It was mentioned by CEO that, as was

discussed earlier, all such engagements should have

a compensation package with fixed and variable

components. The variable component should depend

on the achievement of given targets.

2.3.3. It was suggested by Member (F) that, for

achievement of any target, a certain initial settling

down period had to be given to the incumbent as

he could not be expected to start delivering from day

one. He proposed that Shri Tripathi may be

engaged on the proposed package of Rs.1,75,000/-

(Rs.1,00,000/- Fixed + Rs.75,000/- Variable). For the

initial 6 months, the Fixed + Variable amounts will be

paid together without linkage to revenue targets. From

the 7th month onwards, the fixed component of his

compensation would be Rs 1 lakh and the variable

component would be linked to the achievement of

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target set by PB subject to the condition that total

emoluments would not exceed Rs. 1.75 lakh per month.

2.3.4. The proposal was approved by the Board as per

suggestion of Member (F).

3. Financial Issues (Agenda D)

3.1. Hiring of DSNG Vans for DD News (Agenda D-1)

3.1.1. It was informed by Member (F) that DD News

had 16 number of DSNG vans, hired at the rate of

Rs. 5,82,80,000/- per annum exclusive of taxes.

These DSNG vans are strategically located around

the country for providing live news inputs to DD News.

This contract for hiring was initially awarded in 2009

for a period of 3 years and further extensions were

given from time to time.

3.1.2. In response to the tender, floated by DD

News for the purpose in July, 2014, the technically

qualified bidder, M/s Broadcast Equipment (India) Ltd

has offered their services on an amount of Rs. 5,

17, 05, 600/- per annum excluding taxes and recurring

expenditure as per actuals. The Finance & Accounts

Committee, in its 18th meeting on 7.9.2015, has

approved the proposal of hiring 16 DSNG Vans for

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DD news from M/s Broadcast Equipment (India) Ltd at

the negotiated rate with the base price of fuel as

on 1st November, 2014 as the recurring cost.

3.1.3. Since the amount, under consideration, is

beyond the financial competence of DG, DD, it was

placed before the Board for financial approval and

expenditure sanction.

3.1.4. The proposal was considered and approved

by the Board, as proposed.

3.1.5. CEO desired DG, DD to undertake a study of

procurement vis-a-vis hiring of DSNG Vans in terms of its

cost effectiveness along with any alternate beneficial

industry practice for live coverage to be placed before the

Board in the next meeting.

3.2. Outsourcing Time Slots on DD (Miscellaneous Item)

3.2.1. Chairman expressed concern at the declining

performance of DD channels and sought the

comments of the Board on considering a different

programme model, namely, through the outsourcing of

time slots on DD.

3.2.2. Shri Muzaffar Ali stated that content creation

was the core business of AIR and DD and that he

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was happy that this suggestion has come up for

discussion before the Board. He added that in every

Board meeting, the first agenda item should be on

content issues so that Members could deliberate on

it with a fresh mind and give their considered views

for improvement of content on the public

broadcaster. Shri Muzaffar Ali drew attention of the

Board to the suggestions of Content Sub- Committee

of Pitroda Committee, which had some of the best

minds in the country, applying their ideas on content

re-vamp on DD and AIR. He suggested that the

recommendations of Content Committee be circulated

to the Board Members for their information and

consideration.

3.2.3. CEO said that it was important for the

Board Members to know the background in the matter.

He said that the best days of DD were the early

years when sponsored programmes commanded huge

audiences across the country with their high value

content, which was remembered with nostalgia even

today. He mentioned that the model was successful

because the economic interest of the producers was

at stake as they had to market their product that

ran on DD channels and had to recoup the cost

from the sales. DD had no financial outgo in the

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model and gained both from revenue earnings and

high viewership.

3.2.4. Around 2002-03, the model was given up in

favour of the Commissioned programmes, which were

produced with funding from the Ministry. Sponsored

programmes also lost ground on account of mandatory

tranches of payment that were levied on sponsored

programme producers. The economics became

unfavourable for the producers and they stared

migrating to private channels, which, by then, had

made their appearance in the television space in the

country.

3.2.5. He mentioned that DD was still struggling

with unpaid dues from private producers and many

cases were under arbitration. He informed that there

was no content funding from the Government, as

this had ceased from this financial year and that now

the pressure was on IEBR to fund the high cost

SFC programming, which was the present

programming model of DD National.

3.2.6. He said that the Board had been apprised of

the declining performance of this model, and after

due consideration, a view was emerging that it was

high time DD switched to a more cost effective

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model of programme outsourcing. He said that

commissioning of General Entertainment Content

should be put on hold immediately (except those

cases, in which commitment had already been made)

and DD may re-consider and fine tune the

Sponsored Programme Model. However, commissioning

of public service content, including documentaries of

high value should be continued, which could be

dubbed and used to provide high quality content to

DD Regional Channels, which were content starved.

3.2.7. CEO desired that DG, DD should take up this

measure immediately and as the first step, should

provide the revenue details versus financial outgo,

including slot costs for Prime Time slots on DDI

between 8 PM and 10 PM, to Member (F) for a

detailed analysis within a week.

3.2.8. Member(F) interjected to state that in the last

quarter of 2014, the payout/ rates of SFC

programmes had been enhanced, which became a

further financial burden.

3.2.9. Nominated Member suggested that, instead of

outsourcing individual time slots to private producers,

the option of outsourcing entire time bands could be

considered.

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3.2.10. Chairman desired that the Management

Committee should examine all aspects regarding

outsourcing time slots of DD minutely and come up

with its recommendations to the Board. He reiterated

that, with constantly shrinking content fund, it was

necessary to change the content sourcing model.

3.2.11. Shri Muzaffar Ali said that it was the

competitive edge that was missing from the DD

programmes on account of systemic problems and

financial constraints. DD was unable to get cutting

edge soft-ware from private producers and was losing

out to competition.

3.2.12. M (P) informed the Board of a recent decision

of the Management Committee to make available the

time band from 4 PM to 7 PM currently with DDK

Delhi for local Programmes, to DD-I. The time slot 6.30

PM to 7 PM would be retained for local

programming by DDK, Delhi and News. This would

allow the recast of this time-band with quality content, in

tune with the channel profile, which is expected to deliver

better ratings and revenue. Board ratified the proposal.

3.2.13. DG DD welcomed the idea of outsourcing the

time bands on DD considering past experience.

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3.2.14. CEO drew attention of the Board to the

comments of Shri Muzaffar Ali regarding the Pitroda

Committee recommendations on Content and

suggested that recommendations on Archive &

Technology as well, along with Content

recommendations be read and discussed by Members

of the Management Committee.

3.2.15. Member (F) spoke of a welcome news that

he would like to share with the Members. He informed

that M/s. Mahindra had come up with a new SUV

fitted with DRM receivers at an incremental cost of

only Rs. 800. He informed the Board that he had

experienced a short ride along with Member (P) in

that vehicle and heard the excellent reception of All

India Radio DRM transmission. In view of the fact

that All India Radio had adopted the DRM technology

for digital transmission, he advised the Engineers of

AIR to immediately initiate discussion with other car

manufacturers to take this initiative forward. If this

venture was successful, AIR would achieve a

breakthrough as being the first and the only network

with DRM transmission in the country.

4. Policy Issues

4.1 Upgradation of DVB T2 Transmitters at four Metros for T2 LITE

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( Agenda C-3)

4.1.1. ADG (Engineering) DD, Shri Sunil explained

that DD had procured and installed 23 DTT

transmitters in 19 cities as Phase-I of the approved

11th Plan scheme. DD had adopted DVB T2 standard

for DTT, which was 50% more efficient than first

generation and had higher data capacity compared to

that of DTT standards. The scheme was planned and

designed for fixed roof top reception of the signal of

DVB T2 and could facilitate reception in mobile devices.

Considering the enormous preference of viewers of

consuming content through mobile and handheld

devices, it made complete sense to customize these

transmitters for mobile reception immediately.

4.1.2. It was further informed that in the latest

variant of DVB T2, a T-2 LITE profile had been

added, which provides more robust signals for

moving vehicles and hand-held devices with a lower

battery consumption. The existing DTT transmitters

could be enabled for T-2 LITE operations with soft-

ware upgradation. This up-gradation would enable

mobile TV reception in T-2 LITE enabled smartphones

with suitable dongles. Initially, one transmitter each

at four metros could be upgraded on experimental

basis. This would also require low resolution low bit

en-coders and associated items for 10 channels at

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the four Metros. He informed the Board that T2 LITE

upgradation would have to be done on PAC basis

through transmitter manufacturers only. The PAC

certification had been placed before the Board in the

relevant annexure.

4.1.3. Member(F) highlighted that DTT transmitters

were up and running for several years and losing

precious life. These transmitters were capable of

carrying 10-12 channels each, as against single channel

by analogue TV transmitters. It was important that

without any further loss of time, the first 4

transmitters at the Metro cities be upgraded for

mobile TV reception, for which the cost implications

would be Rs. 6.94 crore presently proposed to be

sanctioned from IEBR as a temporary arrangement.

4.1.4. NM observed that the proposal might be made a

part of the RE Plan proposal.

4.1.5. M(F) stated that this component was included in

the mid-term review proposals of PB, and on approval

of the Ministry, the same would be adjusted from the

Plan scheme.

4.1.6. CEO informed the Board that the analogue

switch-over date, as announced by the Government of

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India, was December, 2017. In the 3 modes of

transmission, namely, Cable, Dish and Tower, Dish

was already digital and analogue cable was under

digitization. However, it was the 3rd sector, which

was of concern. With terrestrial viewership having

shrunk enormously, the 1400 analogue TV towers

could be replaced by 600 digital towers subject to

funds being available for the purpose. Since only

limited funds could be made available under Annual

Plans by Government, the entire process of

digitization could cover well over 9 Plan periods, by

which time the technology will become obsolete.

4.1.7. He informed the Board that he had made

repeated proposals to the Ministry to permit

monetization of land assets to provide flush funding

for technology imperatives. With 150 million

smartphones already in use and number expected to

go upto 230 million next year, and with 4G a reality,

the OTT might overtake PBs DTT plans. Before this

happened, the first move as above, should be availed

by DD immediately, and based on the experience of

the first 4 DTT transmitters providing mobile TV, the

way forward in respect of the remaining DTT

transmitters could be worked upon with greater clarity.

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4.1.8. On consideration of the facts as placed

before the Board, the Members agreed to the

proposal for up-gradation of the 4 DVBT2

transmitters, one each at the 4 metro cities, for T-2

LITE operation on PAC basis as well as the

procurement of the encoders at the proposed

expenditure of Rs. 6.97 crore, initially to be funded

from IEBR and re-couped on approval of mid-term

review proposals by the Ministry.

4.2 Not to be disclosed.

4.3. AIR’s SW Transmission Services

(Agenda C-4)

4.3.1. DG, AIR submitted to the Board that in

compliance with the earlier decisions of Board to

successively shut down SW transmission after a

review, AIR shall work on the same.

4.3.2. CEO stated that the action had been dragging

interminably with no surety of the action that AIR

proposed to take, and in the process, a huge amount

of money was being spent on operation, maintenance

and power bills of SW transmitters, which were not

serving any useful purpose.

4.3.3. Chairman sought specific comments of DG,

AIR on several points raised in this Agenda Note,

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specifically those detailed at para nos. 2,4, 7 & 8,

stating, inter-alia, that,

• huge expenditure is being incurred year after year

on power, manpower without any adequate or

commensurate result;

• Interests that appear to be working in favour of

retention of SW transmission are that it would

disturb posting of several hundred employees and

may create unrest within their respective bodies.

• On the subject of high value infrastructure, and

high manpower, PB has not been able to convince

an orthodox organization like AIR that it seriously

needs to re-examine its SW services and its

mode of transmission.

• Appropriate action has not been taken even though

DG participated in the Board meetings and was a

party to the minutes and it is apprehended that,

at some point of time, Audit may enter the

picture and demand explanation.

4.3.4. Chairman sought the comments of Adviser (T),

PB, who stated that strategic SW services should

be maintained while other could be shut down and

manpower and equipment could be re-deployed.

4.3.5. Member (F) said that it was necessary to

review the shutting down of non-essential services

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except those which needed to be maintained on

account of essential services and strategic use and

that DG,AIR should come up with a firm proposal for

the same before the Board in its next meeting.

4.3.6. Chairman made it very clear that staff had to

comply with the Board decisions as they were taken

with considerable application of mind and in the

interest of the orgaisation.

4.3.7. The Board agreed to this and approved the

proposal placed in para 11 & 12 of the Agenda

Note. It was clarified that the decision to shut down the

regional short wave transmitters would not be applicable

to SW transmitters operating in strategic locations

including border areas and North East region.

4.4. Mid-Term Review of the 12th Plan (Tabled Item – 3)

4.4.1. This proposal placed at Tabled Item 3 was

elaborated by Adviser (Technical), PB, wherein he

drew attention of Board Member to the specific

modifications proposed in the 12th Plan scheme of

AIR and DD. It was brought out that all the proposed

modifications were within the approved budget and

there was no additional funding being sought.

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4.4.2. The changes in AIR primarily related to

utilization of savings from the dropping of schemes

for DRM modification of existing MW and SW

transmitters, for FM-ization of primary services and

revising the proposal of setting up of 100 W

transmitters at 100 places to 1 KW transmitters at

about 23 places. The entire exercise would require

prioritisation in selection of locations where the FM-

ization should be taken up first.

4.4.3. It was mentioned that Rs. 40 crore sanctioned

for FM transmission on the Indo-Nepal border would

be used for the same purpose as well as for installing

FM transmitters at some LWE affected areas.

4.4.4. As far as DD was concerned, the original

proposal of clustering of DTT transmission at 63

locations would be restricted presently to 4 Metros

and for remaining locations, the original proposal of

single antenna would be pursued.

4.4.5. The savings, that will accrue, by dropping of

8 number of TV transmitters on Indo-Nepal border

(decided to be dropped with Ministry’s concurrence)

would be used for the following:

(i) upgradation of DD for HD production.

(ii) Enabling existing DTT for Mobile Devices.

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iii) Additional requirement for completion of Tower C

construction at Mandi House.

iv) Strengthening of important PGFs.

4.4.6. Funds would also be used for catering to

additional studio requirement at CPC and construction

of additional residential accommodation at CPC or

other locations and balance fund, if any, after these

requirements, would be given to AIR for FM-ization.

4.4.7. The Board, after due consideration, approved

the proposal for Mid-Term Review of the 12th Plan as

placed at Tabled Item 3.

4.4.8. Chairman sought to know if with the

proposed additional fund for completion of Tower C at

Mandi House, the work would be completed as it was

absolutely essential to save on expenditure on rental

being incurred by PBS. It was informed by ADG (E&A)

that timeline for completion was June, 2016.

Chairman desired that the same should be strictly

monitored and complied with.

4.4.9. CEO raised the matter of PTI subscription

that had come up several times earlier before the

Board, but had still remained un-resolved. He stated

that this was an extremely vitiated issue and firm

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steps needed to be taken to arrive at a rational

subscription rate on par with other broadcasters.

4.4.10. Chairman stated that a scientific reasonable

formula needed to be worked out for the appropriate

subscription for services availed by DD and AIR

News. It was decided that a Committee of

independent experts with domain knowledge might be

set up for this purpose to look into the matter and

come up with recommendation in this regard.

5. Amendment to Sports Act (ATR at S.No. 10)

5.1. The Board was requested to consider the note

placed at Annexre-7 and at S.No. 4 of the Tabled

Items in pursuance of PB proposal for amendment

to Sports Act, 2007, which came up in the 125th

Board and was duly approved by it. Subsequently,

Nominated Member had desired that it being a major

proposal, it needed to be thoroughly deliberated upon

by the Board before the Ministry could take it up for

further action. In compliance with the observations of

Nominated Member, these details were now placed

before the Board.

5.2. Nominated Member was of the view that the

information placed in Annexures needed to be

studied by the Board Members.

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5.3. Chairman intervened to say that due to paucity

of time, it might not be possible to deliberate on this

item and this could be taken up in the next meeting.

6. ADGs on Deputation (ATR – 16)

6.1. Attention of Members was drawn to ATR at

S. No. 16 and it was informed that there was no

movement yet in acquiring the services of Ms. Anita

Sinha on loan basis from her parent Department

CBDT as was decided in the last Board meeting.

6.2. Hence, it was proposed that Ms. Suchismita Palai,

who had been kept in reserve, should be considered

to be taken on deputation against the available live

vacancy, since her cadre clearance and other

formalities were going to be completed.

6.3. The Board took note of the ATR and approved the

proposal.

7. ‘Status Note on Pending Issues of Engineering Employees Associations of AIR & Doordarshan as on 07.10.2015

(Agenda F-1)

7.1. In respect of matter placed at Agenda F-1, it

was informed that the ARTEE matter for grant of ACP

to Engineering Assistants as per CAT order (Bench

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Patna), was under examination. After examination,

DG, AIR had issued a self speaking order explaining

that the application in CAT, Principal Bench was

different from the application in the CAT , Patna

Bench. Therefore, the benefit of ACP given to the

applicants in the order of CAT, Patna was not

applicable to applicants in CAT, Principal Bench.

7.2. DG informed the Board that in the hearing in

CAT, Principal Bench on the instant day in the contempt

proceedings, the Court had agreed to the speaking

order issued by DG, AIR and dismissed the contempt

petition. This will save PB a financial outgo of around Rs.

100 crore.

8. Board took note of agenda items ‘Decisions taken

by the Committees of the Board’ placed at Agenda

A-2; Action Taken Report at Agenda-B; ‘Points for

Notification’ placed at Agenda F-2 and ‘Updates on

Legal Issues’ placed at Agenda-G.

9. Chairman desired that, as he had stated

earlier, the Board agenda should be limited so that

each item, placed before the Board, could be

thoroughly deliberated upon in the available time. If

required, the Board could meet every month and

generally the Board meeting could be slotted in the

first week of the concerned month. He desired that

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this should be communicated within the organization

so that any other major event/ meeting, etc., might

not be slotted in the first week.

10. CEO suggested that in view of the impending

joining of the new Part-time Members, the next meeting

could be planned for 5th November, 2015. This would

be an introductory meeting primarily and a

presentation of PB would be made to the new Board

Members. A minimum number of items which are

absolutely essential, may also be taken up in the

same. Subsequently, in the last week Nov or first

week of December, the Board could meet for

selection of DG, AIR and DG,DD.

11. Chairman mentioned that Prof. S.K. Barua, Part-

time Member of the Board could not be present in

this meeting and that his term was coming to an end

on 22.11.2015. He mentioned that Prof. Barua’s

contribution to the Board in the course of his tenure

was of immense value and his deep sense of

involvement in every issue that was placed before

him through the Board and its Committees that he

headed, was indeed commendable. He stated that

the Board acknowledged his contributions, thanked

him for his services, and wished him all the best in

his endeavours. Chairman desired that Board's

appreciation be conveyed to Prof. Barua.

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12. The meeting ended with a Vote of Thanks to the

Chair.