The Government Performance Group

1What gets measured gets done!

2INDIAN SCHOOL OF BUSINESSIndian School of Business (ISB), a leading business school in India, was founded by Kellogg School of Management and Wharton and is now also associated with the London Business School, MIT Sloan School of Management and Fletcher School, Tufts University. It is the only management school in South Asia that has AACSB accreditation (Association to Advance Collegiate Schools of Business). AACSB Accreditation represents the highest standard of achievement for business schools worldwide. Less than 5% of the worlds 13,000 business programs have earned AACSB Accreditation (www.isb.edu).

ISB Hyderabad Campus

3ISB Mohali Campus

4BHARTI INSTITUTE OF PUBLIC POLICYThe Bharti Institute of Public Policy, one of the four institutes at Mohali campus of ISB, is an independent think tank with following key objectives: to promote high quality research to guide policy formulation and implementation; to train students both through degree and short-term programs to better appreciate, formulate and implement public policies; as well as to engage with and inform policy formulation and implementation, particularly in developing country settings. The Institute has close partnership with the Fletcher School of Law and Diplomacy, Tufts University, USA.

5North Block, New DelhiImage by Vinay8861 (wikipedia.org)

6THE GOVERNMENTPERFORMANCE GROUP

The Government Performance Group (TGPG) is a highly specialized practice within the Governance area in the Bharti Institute of Public Policy with a focus on improving all aspects of government performance. Our group has unparalleled expertise to provide practical advice on the design and implementation of an entire range of tried and tested policy instruments that have the potential to dramatically enhance the performance and perception of a government.

TGPG is led by Professor Prajapati Trivedi, Senior Fellow (Governance) at Bharti Institute of Public Policy and Adjunct Professor of Public Policy at ISB. One of the worlds foremost authorities on Government Performance Management, he served for more than five years as Secretary to the Government of India. While working in the Cabinet Secretariat, he is credited with designing and implementing an internationally acclaimed system for performance monitoring and evaluation of government departments embodied in the Government of India policy of Results-Framework Document (RFD). Earlier as Economic Adviser to the Government of India he pioneered the implementation of Performance Contracts (known as Memorandum of Understanding- MOU) in Indian public enterprises. In addition, he has led the implementation of a wide array of administrative reforms that enhance performance of government organizations.

TGPG consists of a network of large group of professionals who have worked together for many years on improving performance of various government organizations. While our group is as diverse as any government, all members of this network are bound together by a common bond of passion for improving government performance and implementing practical solutions that actually work. The members of our network consist of distinguished academicians from around the world, practitioners and domain experts with wide international experience, former secretaries to Government of India, former chief secretaries from State Governments and former Chief Executives of public enterprises. Members of this group have worked as a team on a diverse set of performance management initiatives for the past several years.

7A. Implement Government Wide Performance Monitoring and Evaluation System for Government Departments

What gets mesaured gets done!

The performance of a government is the key determinant of the competitive advantage of nations. The race among nations will be won by governments that not only do the right things but also do them right.

We have extensive hands-on experience in designing and implementing government-wide performance monitoring and evaluation systems in India and a diverse set of developing countries. In addition, we have also worked in this area in more than a dozen States of the Indian Union. Our Group has worked on implementing the policy of Results-Framework Document (RFD) of Government of India since 2009. Today this policy covers Eighty (80) departments and some Eight Hundred (800) Responsibility Centres (RCs). In addition, Seventeen (17) States of the Indian are at various stages of implementing this policy.

RFD Evaluation Methodology

Government of India: Compendium of RFDs for 2012-13

Karnataka: Compendium of RFDs for 2012-13

Haryana: Compendium of RFDs for 2012-13

WHAT WE CAN DO FOR YOUR GOVERNMENTA. Implement Government wide

Performance Monitoring and Evaluation System for Government Departments

B. Develop Citizens / Clients Charter (CCC) for Government Departments

C. Install Grievance Redress Mechanism (GRM) for Government Departments

D. Facilitate Development of Strategy and Strategic Plans for Government Departments

E. Benchmark Performance of Government Departments

F. Develop Corruption Mitigation Action Plans (CMAP)

G. Improve Ethics Management Systems in Government

H. Create an Innovation Ecosystem in Government Departments

I. Implement ISO 9001 for Government Departments

J. Design and Implement Software for Performance Management of Government Departments

K. Improve Performance Management of Public Enterprises

L. Design Performance Related Incentive Scheme for Government Departments

M. Improve Knowledge Management

N. Undertake Capacity Building

O. Enhance E-Governance

RFD Evaluation Methodology (REM) Performance Management Division C A B I N E T S E C R E T A R I A T

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8C. Install grievance Redress Mechanism (GRM) for government deparments

B. DEVELOP CITIZENS / CLIENTS CHARTER (CCC) FOR GOVERNMENT DEPARTMENTS

Creating a citizen-centric government

Perception about performance of a government depends not only on achieving the promised results but also on the quality of interface with its citizens and clients. As they say in the private sector, customer is king. Similarly, citizens and clients of the government are also kings.

Most governments want to be citizen-centric but are not able to convert their intentions into concrete action. Our group has the experience of designing one of the most sophisticated systems of Citizens/Clients Charter in the world.

A Citizens/ Clients Charter is a written declaration by a Government department that highlights the standards of service delivery that it subscribes to, availability of choice for consumers, avenues for grievance redress and other related information. In other words, it is a set of commitments made by a department regarding the standards of service which it delivers.

Our experience in designing and implementing performance management systems has led us to the conclusion that perception of a government is determined by the following heuristic relationship:

Compendium of Citizens/Clients Charter Guidelines for Grievance Redress

Though not enforceable in the court of law, the Citizens/ Clients Charter is intended to empower citizens and clients so that they can demand committed standards of service and avail remedies in case of non-compliance by service providing organizations. The basic thrust of the Citizens/ Clients Charter is to render public services citizen centric by making them demand driven rather than supply driven.

We can assist not only in the design and implementation of CCCs but also facilitate third party evaluation for greater credibility and wider acceptance.

9E. Benchmark Performance of Government Departments

G. Improve Ethics Management Systems in Government

F. Develop Corruption Mitigation Action Plans (CMAP)

Ethics is a set of standards that a society imposes on itself and which helps guide behavior, choices and actions. These standards do not, by themselves, ensure ethical behavior; that requires a robust culture of integrity. The crux of ethical behavior does not lie in bold words and expressions enshrined as standards, but in their adoption in action, in sanctions against their violations, in putting in

The main objective of CMAP is to create an ethical environment to prevent corruption corruption happens when ethics break down. However, CMAP is not meant to achieve isolated and random successes in this area. Rather, the CMAP is intended to set in motion institutional changes that will create a culture within the department to encourage, identify, and celebrate ethical behavior. Rather than only focusing on preventing or penalizing specific cases of corruption, we believe in rewarding departmental leaders for creation of systems that prevent corruption on a continuous, consistent and sustainable basis in the future.

The scope of CMAPs is limited to potential risks for corruption associated with activities of the department in which departmental staff may be beneficiaries of corrupt practices or their actions or lack thereof enable others to benefit from corrupt practices. In other words, CMAP should cover areas over which department exercises some degree of control and thus by implementing appropriate mitigating actions, it can reduce the potential of corruption in that area.

Towards that end, the goal is to proceed step-by-step as follows:

Step 1: Develop an Action Plan for mitigating (preventing) potential risk of corruptionStep 2: Implement the Corruption Mitigation Action Plan

We can help design appropriate guidelines for developing CMAP and facilitate implementation in the first few rounds to develop capacity of the government to eventually takeover.

Benchmarking is the process of determining who is the very best, who sets the standard, and what that standard is. Given our wide practice across nations and states of the Indian Union, we are able to benchmark almost any aspect of the Government functioning.

D. Facilitate development of Strategy and Strategic Plans for Government Departments

Strategy is an integrated set of choices to reach an objective. The formulation of a sound strategy facilitates a number of actions and desired results that would be difficult to achieve otherwise. A strategic plan, when communicated to all members of an organization, provides employees with a clear vision of what the purpose and objectives of the organization are. The formulation of strategy forces organizations to examine the prospect of change in the foreseeable future and to prepare for change rather than to wait passively until external forces compel it. Strategic formulation allows the departments to argue their case more persuasively for better allocation of limited resources to achieve national objectives.

We have experienced facilitators who can help government departments develop strategies that are consistent with international best practice.

Perception of Government Performance = 1 + 22 + 33

Where:1 = Actual Achievements against targets2 = Quality Citizen / Client Interface Management3 = Effectiveness of Grievance Redress Mechanism

Our group has vast experience in implementing an effective grievance redress system in government departments and organizations. We can assist in the design and implementation of a robust GRM system.

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P E R F O R M A N C EA G R E E M E N T

BETWEEN

AND

The President of the United states

The secretary of energy

William Jefferson clinton

hazel oleary

fiscal year 1995

Prof. Prajapati Trivedi with Honble Prime Minister of Bhutan, Mr. Tshering Tobgay at the launch of Government Performance Management System

Cabinet Secretary of Bangladesh, Mr Mosharraf Hossain Bhuiyan inaugurat-ing the Workshop on Government Performance Management System

L to R: Prof. Prajapati Trivedi; Patrick Keuleers, Director and Chief of Profession of UNDPs Governance and Peacebuilding Team; Alan Whaites Team Leader of the OECDs Governance for Development and Peace Team (G4DP); Nick Manning, Former Head of Governance and Public Sector Management t the World Bank; Max Phillips-Everest, Director, UNDPs Global Center for Public Service Excellence; Ms. Sumeeta Banerji, Assistant Country Director & Head (Democratic Governance), UNDP India]

Performance Agreement between President Bill Clinton and Secretary of Energy, Hazel OLeary

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ISO 9001:2008 Certificate for Performance Management Division, Cabinet Secretariat

ISO 9001:2008 Certificate for Chief Ministers Office, Government of Gujarat

Cabinet Secretary, Mr. Ajit Seth, with students from Indian School of Business

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H. Create an Innovation Ecosystem in Government Departments

I. Implement ISO 9001 for Government Departments

Innovation can be defined as the implementation of a significant change in the way the Government operates or in the products and services it provides. While there can be innovation at all levels of the results chain, as far as citizens and clients of government are concerned they care about the final benefits from innovation. In other words, we need to make a distinction between means and ends.

The focus of our practice is on managerial and administrative innovations in Government departments.

We have experience in assisting government departments with the design and development of Innovation Action Plans (IAPs) to create a culture of innovation in the Government department to promote administrative and managerial innovation. However, it is not meant to achieve isolated and random innovations. Rather, the IAP should set in motion institutional changes that will create a culture within the department to encourage, identify, celebrate and reward managerial and administrative innovations. This explains why we do not start our work in this area by rewarding innovations but start by rewarding creation of an eco-system that generates sustainable innovations on a continuous and consistent basis in the future.Towards that end, we follow the following step-by-step approach:

ISO (International Organization for Standardization) is the worlds largest developer and publisher of International Standards. ISO is a network of the national standards institutes of 161 countries, one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system.

Standards make an enormous and positive contribution to most aspects of our lives. They ensure desirable characteristics of products and services such as quality, environmental friendliness, safety, reliability, efficiency and interchangeability - at an economical cost.

Implementation of ISO 9001 in a Government Department or Ministry has following benefits:

1. Enables the department to develop Standard Operating Procedures (SOPs) for its functions and activities.

2. Allows comparison and benchmarking of these standard operating procedures with other similar organizations.

3. Identifies areas for improving functioning of the department.

4. Codifies institutional and personal memories and experiences for future generations. He or she will be able to leave behind SOPs for others to follow and improve.

5. Brings in transparency and accountability in the operations of government machinery.

6. Allows the department to audit itself against the ISO 9001 standards.

7. Allows the Secretary/Head of the Department to focus on strategic issues

8. Keeps the department on its toes through the annual third party audit.

9. The potential for losing the ISO 9001 certification during the audit every third year allows the system to sustain itself over time.

place competent disciplinary bodies to investigate allegations of violations and impose sanctions quickly and in promoting a culture of integrity.

Corruption is an important manifestation of the failure of ethics. The word corrupt is derived from the Latin word corruptus, meaning to break or destroy. The word ethics is from the original Greek term ethikos meaning arising from habit. It is unfortunate that corruption has, for many, become a matter of habit, ranging from grand corruption involving persons from high places to retail corruption touching the everyday life of common people.

Our group can share international best practice to install world-class ethics management programs in government departments.

Step 1: Develop an Action Plan for generating innovationsStep 2: Implement the Action PlanStep 3: Measure the quantity and quality of innovations

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L. Design Performance Related Incentive Scheme for Government Departments

K. Improve Performance Management of Public Enterprises

To improve performance of any organization we need a multidimensional effort. Experts believe that the following three systems are necessary for improving performance of any organization: (a) Performance Information System, (b) Performance Evaluation System, and (c) Performance Incentive System.

A Performance Information System ensures that appropriate information, in a useful format, is available in a timely manner to stakeholders. A Performance Evaluation System is meant to convert, distill and arrange this information in a format that allows stakeholders to assess the true effectiveness of the organization. Finally, no matter how sophisticated the information system and how accurate the evaluation system, performance of any organization can improve in a sustainable manner only if it has a Performance Incentive

Our Group includes experts who founded and contributed to the development of the successful MOU system for Central Public Sector Enterprises (CPSEs) in India.

The Memorandum of Understanding (MoU) is a negotiated document between the Government, acting as the owner of CPSEs and the Corporate Management of the CPSEs. It contains the intentions, obligations and mutual responsibilities of the Government and the CPSE and is directed towards strengthening CPSE management by results and objectives rather than management by controls and procedures.

Today in India, as many as 200 CPSEs (including subsidiaries and CPSEs under construction stages) have been brought into the fold of the MoU system. During this period, considerable modifications and improvements in the structure of and procedures for preparing and finalizing the MoUs have been affected. These changes have been brought about on the basis of experience in the working of the MoU system and supported by studies carried out from time to time by expert committees on specific aspects of the MoU system.

The MoU system has had a major impact on the performance of public enterprise. As a result, today profits and dividends of CPSEs constitute more than 7 percent of the total revenue raised through taxes in India.

The group also has first-hand experience in developing and implementing state-of-the-art software for preparing and monitoring MoUs. The group has also been involved in training over 200 public sector employees in the software being used by the Department of Public Enterprise, Government of India.

We can help governments put in place a comprehensive system of performance management in public enterprise sector.

J. Design and implement software for performance management of government departments

Our group has extensive experience in developing and managing state-of-the-art software for government performance management. Having developed and implemented the software in a set of diverse states in India, and provided training to over 2000 practitioners, we can help any government customize and indigenize the available software. This software was developed specifically for the government context and has following features:

It facilitates ministries/departments to prepare Performance Agreements, input achievements and calculate scores online.

Enhances security by restricting access to officials nominated by departments and access is granted through User ID / Password.

Access is role based. The roles can be created by the nodal department

Printouts for individual departments can be prepared in uniform style.

Consolidated reports can be generated through a dashboard for nodal agencies monitoring and evaluating departmental performance.

Online Availability of previous years data to the departments and nodal agencies.

Facilitates better synergy and coordination amongst different departments as they are all linked together electronically.

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N. Enhance E-Governance

O. Undertake Capacity Building

M. IMPROVE KNOWLEDGE MANAGEMENT

We believe that tools and techniques of E-Government are one of the safest, fastest and most reliable ways to reform governments. Our Group has extensive data base of what e-tools and strategies work and which ones do not work in the specific context facing governments. We can benchmark E-Government efforts of any government and suggests practical ways to expeditiously reach the frontier of E-government.

Training is our key specialization. We have an excellent track record of training thousands of government sector employees, state government officials and public sector employees in all areas of government. In addition, we can organize specialized conferences, workshops, training programs and focus groups at both national and international level.

We can also organize in-house training programs customized to the requirements of government departments.

In many countries, the management of knowledge has just become an important management theme in government organisations, although it has been on the agenda of international conferences on management for the past 20 years. Large multinational firms have been implementing knowledge management strategies which have been well documented. Various surveys of knowledge management practices in private firms show the increasing awareness of knowledge management as a critical determinant of organisations competitiveness. TGPG can help governments codify, manage and disseminate knowledge as well as help them make better use of implicit knowledge in government.

System. A Performance Incentive System links the performance of the organization to the welfare of its employees. This allows the employees to achieve organization objectives in their own self-interest. Our Group has the required experience and expertise to implement a world class performance related incentive scheme in government as well as public enterprises.

Software for managing Government Performance Management - https://www.rfms.nic.in/

Results Framework Management System (RFMS)

A Results-Framework Document (RFD) is essentially a record of understanding between a Minister representing the peo-ples mandate, and the Secretary of a Department responsible for implementing this mandate. This document contains not only the agreed objectives, policies, programs and projects but also success indicators and targets to measure progress in implementing them. To ensure the successful implementation of agreed actions, RFD may also include necessary operational autonomy.

About RFMS

The RFD seeks to address three basic questions: (a) What are departments main objectives for the year? (b) What actions are proposed to achieve these objectives? (c) How would someone know at the end of the year the degree of progress made in implementing these actions? That is, what are the relevant success indicators and their targets?

In case you get certificate error/warnings ,Install Security Certificate

RFMSUser Name

Password

Login Reset

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OurApproachOur group is focused on implementation. We believe that good policies and good intentions are not enough. Hence, we ensure that we suggest practical and implementable ideas.

In fact, in todays information age, generation of ideas has become relatively easier. You can Google and find best practice ideas rather quickly. However, most governments falter when it comes to the implementation of these ideas. Our team fills this gap and helps governments with the implementation of good ideas. With a highly experienced team, we design solutions to quickly enhance governments performance and improve its perception among its clients the citizens.

We believe in creating the most experienced team possible for any assignment undertaken by The Government Performance Group (TGPG). These frontline teams, in turn, are supported by even larger and diversified group of experts who are available as back office support.

All our assignments have a quality assurance process built into the work plan. We ensure that our clients do not have to worry about either the eventual quality of advice or its implementation. Based in highly research focused business school, our group has adopted best traditions of both worlds the world of academic research and the world of practical policy advice and implementation.

Since our group has vast experience in implementing almost all aspects of public policy, we provide a clear roadmap and detailed action plan for all our engagements.

Management experts agree that 80% of the performance of any organiza-tion depends on the quality of its systems and only 20% on its people

To improve government performance we need a multi-dimensional effort on several fronts simultaneously

80%

20%

SYSTEMs

PEOPLE

Perceived Performance of Government

PerformanceAgreements

Monitoring & Evaluation

GrievanceRedressal

ISO 9001

Communications

E-Government

Citizens Charter

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Prof. Prajapati Trivedi Advising the Saudi Deputy Minister for Economy and Planning

Prof. Leroy P. Jones (centre) with Prof. Trivedi (second from left) and Ray Rist (second from right) during the launch of the Performance Contracting training progam in Nairobi, Kenya

Students of Post Graduate Program course on Government Performance Management at ISB visiting Rashtrapati Bhavan

Mr. Pradeep Singh, Deputy Dean and CEO of Mohali Campus, moderating a session in the ISBs Annual Conference on Energy and Sustainability

Executive Director of Bharti Institute of Public Policy, Prof. Rajesh Chakrabarty, chairing the Policy Workshop attended by Mr. Jay Panda, Member of Parliament

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Prof. Prajapati TrivediProfessor Prajapati Trivedi, is currently Senior Fellow (Governance) at Bharti Institute of Public Policy and Adjunct Professor of Public Policy at the Indian School of Business, Mohali, India. One of the worlds foremost authorities on Government Performance Management, till August 2014, Professor Prajapati Trivedi was Secretary to the Government of India with the responsibility for Performance Management in Government of India. Based in the Cabinet Secretariat, he reviewed and reported on the performance of all government departments to the Cabinet Secretary and Prime Minister. He designed and implemented the Performance Monitoring and Evaluation System (PMES) for Government of India that covers 80 departments and 800 responsibility centers under them. Under his guidance 18 States of the Indian Union are at various stages of adopting PMES.

During 2009-2014, Prof. Trivedi was involved with a large number of administrative reforms and helped pioneer implementation of many of them in various governments. In addition to implementation of a system of Results-Framework Documents (RFDs) as part of PMES, some of his other major contributions are: implementation of Citizens/ Clients Charter and Grievance Redress

Mechanism in government departments, ISO 9001 certification of government departments; E-office implementation; development of departmental Innovation Action Plans to create an innovation eco-system in government departments; design and implementation of Corruption Mitigation Action Plans; Performance-Related Incentive Scheme (PRIS); and creation of executive agencies. In addition, he was Chairman of the National Authority for Chemical Weapons Convention. In this capacity he represented India in the Executive Council of the Organization for the Prohibition of Chemical Weapons in The Hague, The Netherlands. Today, Indias National Authority is considered to be an example of best practice globally. It is the only National Authority out of 190 others around the world to have successfully obtained an ISO 9001 certification.

Prior to joining the Government of India, Prof. Trivedi worked as a Senior Economist for the World Bank in Washington, DC (from 1995-2009). He worked on various aspects of public sector reforms, including privatization. He advised several countries on improving their governance systems within government and public enterprises. In the

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World Bank, he pioneered the use of performance-based management contracts to improve delivery of results in public organizations. As World Bank advisor to Saudi Arabia, he guided the development of their long-term development strategy. He pioneered the design of an implementation and accountability mechanism as an intrinsic part of a development strategy.

In his earlier stint in the Government, Dr. Trivedi was Economic Adviser to Government of India from 1992-94. As Economic Adviser, Prof. Trivedi was the chief architect of the famous Memorandum of Understanding (MOU) system for performance management of Central Public Sector Enterprises (CPSEs). This system (MOU) is now a mandatory requirement for finalizing the performance criteria for over 200 CPSEs in India and has arguably turned around the performance of the Indian public enterprise sector.

A distinguished academician, Prof. Trivedi was STC Chair Professor of Public Sector Management and Director of the Centre for Public Enterprise Management at the Indian Institute of Management Calcutta (IIMC) from 1987-1992. Starting his career as an Economics faculty member of the prestigious

St. Stephens College in 1974, he continues to be a visiting faculty at Harvard Universitys John F. Kennedy School of Government. In addition to other leading universities of the World, he has taught at Harvard University regularly since 1979. Prof. Trivedi teaches a course on Government Performance Management at the Indian School of Business.

Prof. Trivedi studied at St. Stephens College (BA Economics Honours), London School of Economics (M. Sc. Economics) and Boston University (Ph.D. Economics). He has worked in more than 25 countries of the World and published four major books on various aspects of public sector management and privatization. One of his books is still used as an Economics textbook at Harvard University.

Prof. Trivedis commitment to make ministries and government departments accountable and performance driven is unique. Globally, he continues to assist governments on Performance Management of Government departments and related governance issues.

Email: prajapati_trivedi@isb.edu

Indian School of Business

Registered Office & Hyderabad CampusGachibowli, Hyderabad - 500 032, Telangana, India.M: +91 70362 92211Ph: +91 40 2318 7516 / 2300 7041/42, Fax: +91 2300 7040

Mohali CampusKnowledge City, Sector 81, SAS Nagar, Mohali, - 140 306 Punjab, India.Ph: +91 0172 459 1887 / 459 1800

Email: bharti_institute@isb.eduWebsite: www.isb.edu/bharti-institute-of-public-policy

Facebook: facebook.com/bhartiinstituteTwitter: twitter/BhartiInsti_ISBBlog: blogs.isb.edu/bhartiinstitute

Corporate Identity Number: U80100TG1997NPL036631

Accrediation

Founding Associate Schools

Associate Schools

For further information, please contact

Mr. Vikram JainThe Government Performance GroupBharti Institute of Public PolicyISB, Knowledge City, Sector 81, Mohali 140 306, Punjab

Ph: +91 172 495 1825E-mail: tgpg@isb.edu