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Performance Appraisal System
Rajasthan Grameen
Aajeevika Vikas
Parishad
September 2014
1
Preface
Performance appraisal (PA) is a systematic and periodic process that
assesses an individual employee’s job performance and productivity in relation to
certain pre-established criteria and organizational objectives. Other aspects of
individual employees are considered as well, such as organizational citizenship
behavior, accomplishments, potential for future improvement, strengths and
weaknesses, etc.
Performance management systems are employed “to manage and align" all
of an organization's resources in order to achieve highest possible performance.
How performance is managed in an organization determines to a large extent the
success or failure of the organization. Therefore, improving PA for everyone
should be among the highest priorities of contemporary organizations.
The appraisal system developed for RGAVP is an attempt to measure and
improve the performance of people working in RGAVP. The objective is to give
clear roles & responsibilities measurable in quantitative indicators so that the
employees may perform to achieve the overall objectives of RGAVP.
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Contents
A. Introduction ............................................................................................... 4
A.1 Method of Measuring Performance .............................................................. 4
A.1.1 Monthly Performance using KPIs..................................................................................................... 4
A.1.2 Annual Performance ........................................................................................................................ 5
A.1.3 Annual Reward System:- .................................................................................................................. 6
A.1.4 De-selection:- ................................................................................................................................... 6
Part 1: Evaluation criteria of SPMU Officers ........................................................ 7
1.1 Sr. Specialist (IB)- For Intensive Blocks ............................................................................................... 8
1.2 General Manager (Resource Blocks) - For Resource Blocks ............................................................... 9
1.3 Specialist (Environment)- Community training in Intensive Blocks .................................................. 10
1.4 General Manager (CB&T) - staff Training .......................................................................................... 11
1.5 Specialist (Financial Inclusion)- In both RB & IBs .............................................................................. 12
1.6 Sr. Specialist (IG) ............................................................................................................................... 13
1.7 General Manager (Skills) ................................................................................................................... 13
1.8 General Manager (ME&L) ................................................................................................................. 14
1.9 General Manager (Admin & HR) ....................................................................................................... 15
1.10 General Manager (Fin) .................................................................................................................... 15
1.11 General Manager (Procurement) .................................................................................................... 16
1.12 General Manager (NI) ..................................................................................................................... 16
1.13 Specialist (Social Inclusion) ............................................................................................................. 17
1.14 Jr Specialist (Livelihood) .................................................................................................................. 17
1.15 Manager (Skills) ............................................................................................................................... 18
1.16 Manager (M&E)............................................................................................................................... 18
1.17 Junior Specialist (IEC) ...................................................................................................................... 19
1.18 Manager (Audit) .............................................................................................................................. 19
1.19 Manager (Procurement) ................................................................................................................. 20
1.20 Accountant ...................................................................................................................................... 20
1.21 State Anchor Persons (SERP) - For Resource Blocks ....................................................................... 21
3
Part 2: Evaluation criteria of DPMU Officials ..................................................... 23
(Districts with Resource /Intensive Blocks) ....................................................... 23
2.1 District Project Managers ................................................................................................................. 24
2.2 Manager (IB/CB) ................................................................................................................................ 25
2.3 Manager (FI) ...................................................................................................................................... 25
2.4 Manager (Livelihood) ........................................................................................................................ 26
2.5 Manager (M&E)................................................................................................................................. 26
2.6 Manager (Fin) .................................................................................................................................... 27
2.7 Accountant ........................................................................................................................................ 27
2.8 PFT/PRP ............................................................................................................................................. 28
Part 3: Evaluation criteria of DPMU Officials ..................................................... 29
(Districts with no Resource /Intensive Blocks) .................................................. 29
3.1 District Project Managers ................................................................................................................. 30
3.1 Managers/PFTs ................................................................................................................................. 31
Brief about Various KPIs used as Evaluation Parameters ...................................................................... 32
4
A. Introduction
These guidelines are prepared for measuring the performance of officials of RGAVP. RGAVP is
implementing different poverty alleviation projects across Rajasthan. As officials, each have
been earmarked a responsibility to perform certain tasks to achieve a desired goal. Hence, it is
necessary, to measure and monitor performance of the staff so that desired remedial steps can
be taken so that the team achieves its targets. There are three levels of officials at RGAVP
1. Officers at SPMU
2. Officers at DPMU/Districts
3. PFT level Officers
This guideline gives the Key Performance Indicators (KPI) for measuring performance of each
officer at the above mentioned levels. The performance parameters may undergo revision
based on the requirements and so this is a live document which needs to be updated as per the
need. As this is an initial Year of Implementation, a committee comprising of PD(M&E),
GM(HR),GM(M&E) and 2 DPMs may review the system after 3 months and may introduce some
modifications based on the feedback. Further this committee may incorporate changes as &
when required till the system stabilizes.
A.1 Method of Measuring Performance:
A.1.1 Monthly Performance using KPIs: As we know for any organizations, there are
some outputs which lead to certain outcomes. The performance of each official in RGAVP will
be measured on a monthly basis using some output indicators or Key Performance Indicators
(KPI) given in part 1 & 2. The KPI will be measured for each official. The key responsibility for
preparing the KPI and its monitoring will be of the following officers
Table:-1
Officer to be monitored Preparing KPI Maintaining Performance Report (a
separate file for each official)
SPMU GM(ME&L) GM(HR)
DPM GM(ME&L) GM(HR)
DPMU staff & PFT staff Manager (M&E) Manager(Finance)
The salary(for SIDS staff) /Project allowance (for Govt staff) of the month should be released if
the performance appraisal of the previous month is submitted. Each officer will be responsible
to submit his/her report to GM (M&E)/Manager (M&E) by 7th of every month till online system
becomes operational. GM(M&E) and Manager (M&E) will compile & submit the report to
5
higher authorities by 10th of every month , who will then mark it to GM(HR)/Manager(Finance)
for maintaining record. The Appraisal report of each official will be preserved /maintained by
GM(HR) at SPMU and GM(Finance) at DPMU.
A.1.2 Annual Performance: At the end of each financial year, the overall performance of
the officers/Officials will be measured as follows
Table:-2
Attributes Score
KPIs spelled in part 1 & 2 50
Outcome Indicators 25*
Obedience, Innovations, team work ,Constraints etc 25
*If no outcome indicators Score for KPIs will be taken as 75.
Performance of Officers will be appraised by reporting and reviewing authorities as mentioned
in Table-3. After each financial year , every official will submit his Annual Performance for that
financial year (based on Table 2 ) to the reporting officer by 15th April( A standard format may
be designed by GM(HR) ) . The reporting officer will give marks and submit to reviewing officer
by 15th May. The reviewing officer will give marks (who will be the final authority) and send to
GM(HR)/Manager(Finance) by 30th May. GM(HR)/ Manager(Finance) will then intimate to the
concerned official and also put up to higher authorities for taking action as per A.1.3 & A.1.4.
Reporting officer, in consultation with reviewing authority will prepare indicators for officials
whose KPIs are not given in this report.
Table:-3
Officer to be monitored Reporting Officer Reviewing Officer
SPMU- Sr Specialist
/Specialist/GM/DGM
Vertical Head (PD or FA) SMD
SPMU- Manager/Jr Specialist Thematic Head Vertical Head
DPM PD SMD
DPMU Managers DPM Thematic Head at SPMU
PFT member Manager Incharge of cluster DPM
For any other Official, reporting will be done by first higher authority and reviewing by second
higher authority. For DPMs, the reporting and reviewing authorities will take into account
report of SPMU nodal officer for that district while giving marks.
6
A.1.3 Annual Reward System:-
RGAVP will appreciate well performing staff with suitable cash reward along
with certificate of appreciation at a State Level function on an annual basis. The
officials getting an annual Score of atleast 80 will be rewarded.
A.1.4 De-selection:-
Services/Deputation will be terminated for those staff securing less than 40% in
consecutive 3 months or Annual Performance of less than 40.
7
Part 1: Evaluation criteria of SPMU
Officers
8
The evaluation Criteria for the following SPMU officers is given in this part.
1.1 Sr. Specialist (IB)- For Intensive Blocks Key Performance Indicators Score
Updated Policies Guidelines in Place and circulated among field staff 10
% of Blocks entered as per plan 7.5
% of rounds completed against plan 7.5
% of CRPs (CRP + Bookkeepers) trained & immersed 5
No of PRPs trained & deployed per block 10
% of A Grade SHGs(if Grading not started , 0 marks be given) 10
% of VOs promoted against plan 5
No of VOs trained 5
% of A Grade VOs(if Grading not started , 0 marks be given) 10
% of SHGs Trained in all modules as per their eligibility 10
Whether meeting/VC of Manager(IB) held in this month 5
No of days of stay in field 5
Score of your Block(as nodal officer) 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he will be held
responsible and zero score will be given against that indicator. For eg in the above case , it will
be the responsibility of Sr Spcialist(IB) to ensure grading of all SHGs in Intensive blocks and how
that data is captured at all levels to obtain the KPI-“ % of A Grade SHGs”. Also Score of the
nodal block is obtained from the parameters given at Part-2.
Outcome Indicators –
(i) 420 Internal CRPs(140 teams) by March 2015
(ii) 210 Internal CRPs (70 teams) by October 2015 (7blocks under RRLP)
(iii) 780 Internal CRPs(260 teams) by March 2016 (7blocks under RRLP+4 blocks under
NRLM&2 blocks under NRLP)
(iv) Average Score of Intensive blocks
9
1.2 General Manager (Resource Blocks) - For Resource Blocks Performance Indicators Score
Updated Policies/Guidelines in Place and circulated among field staff 10
% of rounds completed against planned 10
% of A Grade SHGs(if Grading not started , 0 marks be given) 10
% of A Grade VOs(if Grading not started , 0 marks be given) 10
No of active women trained at SERP and immersed in Rajasthan per
village entered( 2 per village)
10
% of SHGs of AW graded A 10
No of Bookkeepers/SHG(1:1 required) 7.5
% of Bookkeepers given all trainings ( 14 days module- 5+3+3+3) 7.5
Whether meeting/VC of Manager(IB) in this month 5
No of days stay in field 10
Score of your Block(as nodal officer) 10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he will be held
responsible and zero score will be given against that indicator. Also Score of the nodal block is
obtained from the parameters given at Part-2.
Outcome Indicators –
(i) 1500 Internal CRPs(300 teams) ( 900 Int CRPs + 600 Master BK) in all 15 resource
blocks by March 2015
(ii) 750 Internal CRPs (150 teams) ( 450 Int CRPs + 300 Master BK) in all 15 resource
blocks by October 2015
(iii) 1500 Internal CRPs(300 teams) ( 900 Int CRPs + 600 Master BK) in all 15 resource
blocks by March 2016
(iv) Average Score of RBs
10
1.3 Specialist (Environment)- Community training in Intensive Blocks
Performance Indicators Scores
Updated Policies/ Guidelines in Place and circulated among field staff 10
No of Master trainers identified& Trained for SHGs training 10
No of Master trainers identified& Trained for Book keepers training 10
No of Master trainers identified &Trained for VO/CDO training 10
No of Bookkeepers/SHG 10
% of 6 month Bookkeepers given 1st refresher training 10
% of 12 month Bookkeepers given 2nd refresher training 10
% of VO trained 10
Whether meeting/VC of Manager(IB) in this month 5
No of days stay in field ( Required 10 days /month) 10
Score of your Block( as nodal officer) 5
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he/she will be held
responsible and zero score will be given against that indicator. For eg in the above case , it will
be the responsibility of the officer to ensure maintenance of list of all AW & Bookkeepers in
Intensive blocks and how that data is captured at all levels to obtain the KPIs. Also Score of the
nodal block is obtained from the parameters given at Part-2.
Outcome Indicators –
(i) 280 Master BK by March 2015
(ii) 140 Master BK by October 2015 (7blocks under RRLP)
(iii) 520 Master BK by March 2016 (7blocks under RRLP+4 blocks under NRLM&2 blocks
under NRLP)
(iv) Deployment of trained book keepers and Community Moblizers in 1:1 ratio.
11
1.4 General Manager (CB&T) - staff Training Performance Indicators Scores
Updated Policies/ Guidelines in Place and circulated among field staff 5
Facilitation of logistics arrangements during various events organized by
RGAVP(IGPR&GVS,SIAM,SIHFW etc)
5
Training need assessment on quarterly basis 15
% Staff given 7 days induction training 5
% Staff of RBs immersed at SERP/BRLPS /other place (for IB staff) 10
% Staff immersed during CRP round 5
% Staff attached with PRP for 10 days 5
% Staff attached with Sr CRP for 7 days for VO training 5
% PFTs/PRPs trained for Bookkeeping 10
% Staff given Refresher training every year 10
Whether meeting/VC of Manager(IB) in this month 5
No of days stay in field 10
Score of your Block 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he/she will be held
responsible and zero score will be given against that indicator. For eg in the above case , it will
be the responsibility of the officer to ensure maintenance of list of all PFTs/Managers/SPMU
officers with their training particulars and how that data is captured at all levels to obtain the
KPIs. Also Score of the nodal block is obtained from the parameters given at Part-2.
Outcome Indicator – Regular need assessment and organizing required training
As RGAVP may plan to upgrade PFTs to Managers and Managers to SPMU , this evaluation may
help in selecting suitable officers.
12
1.5 Specialist (Financial Inclusion)- In both RB & IBs
Performance Indicators Scores
Updated Policies Guidelines in Place and circulated among field staff 10
% of 3 Month old SHGs given T-1 5
% of 6 Month old SHGs given T-2 10
% of 1 year old SHGs credit linked 10
MCLP Cadre development per cluster( 4 per cluster) 7.5
Bank Mitra ( 1 per branch) 7.5
Average Inter loaning Ratio ( Loan outstanding /corpus > 0.9) 5
Average Repayment Rate 5
Avg Cash at Bank/SHG (ideal < 10,000),Avg Cash at Bank/CDO (ideal <
25,000)
5
Interest Subvention 10
Whether meeting/VC of Manager(FI) in this month 5
No of days field stay. 10
Score of your Block(as nodal ) 10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he/she will be held
responsible and zero score will be given against that indicator. Also Score of the nodal block is
obtained from the parameters given at Part-2.
Outcome – 75 % of 1 year old SHGs Credit Linked
13
1.6 Sr. Specialist (IG) Performance Indicators Scores
Updated Policies Guidelines in Place and circulated among field staff 10
No of Producers Organizations promoted/co-opted against plan 10
% of Sector Support agencies in place as per plan 10
Score of Jr Specialist (Livestock) 20
No of Subprojects under implementation against planned 10
No of Community cadres developed _CMSA 10
Weather meeting of MKSP partners held during current month 5
Whether meeting/VC of Manager(Liv) in this month 5
No of days of field stay 10
Score of your Block 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he/she will be held
responsible and zero score will be given against that indicator. Also Score of the nodal block is
obtained from the parameters given at Part-2. Further the officer may delegate responsibility
among the officers under him as required.
Outcome-
Number of Functional Producer organizations Vs planned by the yearend;
Successful Implementation of Sub-Projects.
% of Functional Community cadres by the yearend.
1.7 General Manager (Skills) Performance Indicators Scores
Updated Policies/ Guidelines in Place and distributed among field staff 10
% of Youth mobilized against target 20
% of Youth Trained against target 10
% of Youth placed against target 5
Follow up of youths placed (10% of trained &Placed ) 10
14
Skill resource persons placed per block for mobilisation 20
Whether meeting/VC of Manager(Livelihood) in this month 5
No of days field stay 10
Score of your Block( as nodal officer) 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2. Further the officer may delegate
responsibility among the officers under him as required.
Outcome:- % of youth linked with wage employment against target
1.8 General Manager (ME&L)
Performance Indicators Scores
Updated Policies/ Guidelines in Place and distributed among field staff 10
Write up & analysis before 10th 10
Preparation of required reports &PPTs in coordination with other
verticals.
10
Baseline, Process monitoring , other studies done timely 10
Avg days for preparing Minutes of meetings ( max 2 working days) 5
Preparing Performance of SPMs & DPMs before 10th of every month 15
Score of manager (M&E) 10
Whether meeting/VC of Manager(M&E) in this month 10
No of days field stay 10
Score of nodal Block 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2. Further the officer may delegate
responsibility among the officers under him as required.
Outcome Indicator – Online Monitoring System of staff performance developed & evaluation studies
conducted
15
1.9 General Manager (Admin & HR) Performance Indicators Scores
All policies/guidelines in place 10
Timely schedule of EC&GC meeting 15
Avg days taken for bill clearing* 15
% Staff given salary before 3rd of every month 10
% of staff entitlement given on time(increment, updated service book
etc)
10
% of Positions filled of PFTs 10
% of Positions filled of DPMs/Managers 10
Whether meeting/VC of Manager(HR) in this month 5
No of days field stay 5
Score of your Block 10
100 **presently administration is being handled by 3 officers. Separate records may be maintained by each officer
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2.
Outcome:- % of grievances addressed ;
E-filing system in place;
Online system for Pay, leaves, tour approvals, performance appraisal etc in place.
1.10 General Manager (Fin)
Performance Indicators Scores
Whether IUFR prepared and submitted timely before 10 th of every
month
20
% DPMUs where tally is operational 20
% compliance of Internal Audit 10
% compliance of External Audit 10
Timely Release of Funds to DPMs 10
Whether meeting/VC of DPMU Managers held in this month 10
No of days field stay 10
Score of your Block 10
100
To be made Separately for GM (NRLM) & GM(RRLP) each.
16
The officer should ensure that the data required for the KPI are obtained systematically and should have a back end system to support the data given in the KPI. In absence of any genuine system to obtain data (or where it is felt that the data may not be accurate), he/she will be held responsible and zero score will be given against that indicator. Also Score of the nodal block is obtained from the parameters given at Part-2. Further the officer may delegate responsibility among the officers under him as required.
1.11 General Manager (Procurement)
Performance Indicators Scores
% of regular procurements due/completed during current month
(Stationary, vehicle, placement agencies etc.)
30
% of Major procurements done as per plan 40
Whether meeting/VC of Manager(F) in this month 10
No of days of stay in field this month 10
Score of your Block 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2. Further the officer may delegate
responsibility among the officers under him as required.
Outcome:- No of procurements completed as per timeframe
1.12 General Manager (NI)
Key Performance Indicators Score
Updated Policies Guidelines in Place and distributed among field staff 10
% of Blocks/clusters under implementation as per plan 10
% of SHGs Trained in all modules as per their eligibility 10
No of active women identified per village entered 10
% of A Grade SHGs(if Grading not started , 0 marks be given) 10
% of VOs promoted against plan 10
% of A Grade VOs(if Grading not started , 0 marks be given) 10
% of SHGs having trained book keepers 10
Whether meeting/VC of Manager(IB) held in this month 5
No of days of stay in field this month( Required 10 days /month) 5
Score of your Block(as nodal officer) 10
100
17
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2. Further the officer may delegate
responsibility among the officers under him as required.
1.13 Specialist (Social Inclusion)
Performance Indicators Score
Updated Policies Guidelines in Place and distributed among field staff 10
Partnership Blocks
% progress against planned 10
Average Score of Partnership Blocks 25
All Blocks
% villages with RD Scheme Convergence 10
% leadership of vulnerable among SHGs & CDOs 5
% distribution of vulnerable among Community Cadre (AW,BK,VoA,Bank
Mitra etc)
10
Whether meeting/VC with Heads of Partnership blocks held in this month 10
No of days of stay in field this month( Required 10 days /month) 10
Score of your Block(as nodal officer) 10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and should have a back end system to support the data given in the KPI. In absence of any genuine system to obtain data ( or where it is felt that the data may not be accurate) , he will be held responsible and zero score will be given against that indicator. Also Score of a block is obtained from the parameters given at Part-2.
Outcome Indicator – Average score of Partnership Blocks (If earmarked blocks not
taken in partnership mode,they should be started under Intensive approach
1.14 Jr Specialist (Livelihood) Performance Indicators Scores
Updated Policies/ Guidelines in Place and circulated among field staff 10
No of Krishi Sakhi /village trained & deployed 25
No of Pashu Sakhi /village trained & deployed 25
No of days stay in field 10
Performance of CMSA including CRPs generated 20
Score of your Block 10
100
18
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he will be held
responsible and zero score will be given against that indicator. Also Score of a block is obtained
from the parameters given at Part-2.
Outcome:-1100 Functional Community cadres (Pashu Sakhis&Krishi Sakhis) by the year end
No of CMSA CRPs generated
1.15 Manager (Skills)
Performance Indicators Scores
Youth fair/Mela organized 10
% of Youth mobilized against target 30
% of Youth Trained against target 30
% of Youth placed against target 10
Follow up of youths placed (10% of trained &Placed ) 10
No of days of stay in field this month( Required 10 days /month) 5
Score of your Block 5
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2. Further the officer may delegate
responsibility among the officers under him as required.
Outcome Indicator:- No of youths trained & linked with wage employment against target
1.16 Manager (M&E)
Performance Indicators Scores
Updated Policies/ Guidelines in Place and distributed among field staff 10
% SHG with Transaction entry on SakhDarpan 30
NRLM-MIS block MPR update before 10th of every month 10
Monthly report prepared before 7th every month 10
Reports to other Departments send before 10th every month 5
Website Updation 10
Whether meeting/VC of Manager(M&E) in this month 5
No of days of stay in field this month 10
Score of your Block 10
Total 100
19
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator. Also Score of the nodal
block is obtained from the parameters given at Part-2. Further the officer may delegate
responsibility among the officers under him as required.
Outcome Indicator – % SHG with Transaction entry on Sakh Darpan
1.17 Junior Specialist (IEC)
Key Performance Indicators Score
Publication of Monthly magazine (before 15th of every month) 15
Regular Website updation 5
Wall Paintings/hoardings at all district level 5
At least 5 case studies/Success stories per month to be collected from districts and publish success stories in half yearly basis.
15
Creation of Blog and regular updation 15
Creation of face book page and regular updation of happenings &Success stories 15
Score of Sr Specialist (IG) 20
No of days of stay in field this month( Required 10 days /month) 5
Score of your Block(as nodal officer) 5
100
The officer should ensure that the data required for the KPI are obtained systematically and should have a back end system to support the data given in the KPI. In absence of any genuine system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score will be given against that indicator. Also Score of the nodal block is obtained from the parameters given at Part-2. Further the officer may delegate responsibility among the officers under him as required.
1.18 Manager (Audit)
Performance Indicators Scores
Update of compliance of Internal Audit and submission to higher authorities 30
Update of compliance of External Audit and submission to higher authorities 30
Coordination with audit team to ensure timely submission of Audit reports 10
Preparation of response to Audit objections _during audit 10
No of days stay in field this month 10
Score of your Block(as nodal officer) 10
100
The officer should ensure that the data required for the KPI are obtained systematically and should have a back end system to support the data given in the KPI. In absence of any genuine system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score will be given against that indicator. Also Score of the nodal
20
block is obtained from the parameters given at Part-2. Further the officer may delegate responsibility among the officers under him as required.
1.19 Manager (Procurement) Performance Indicators Scores
% of regular procurements due/completed during current month
(Stationary, vehicle, placement agencies etc.)
30
Preparation & regular updation of Procurement Plan 10
Maintaining database and regular follow up as per timeframe
(publication of EoI, receipt of Proposals like EoI & RFP, Issue of RFPs, pre-
bid meeting etc)
10
Submission of proposals for further proceedings(Within two working
days from the last date of receipt of proposals)
20
Preparation& circulation of minutes of procurement committee
meetings
5
Reply to audit paras 5
No of days of stay in field this month 10
Score of your Block 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate), he/she will be held
responsible and zero score will be given against that indicator. Also Score of the nodal block is
obtained from the parameters given at Part-2.
Outcome:- No of procurements completed as per timeframe
1.20 Accountant
Performance Indicators Scores
Preparation of salary bill by last week of the month 10
Timely Release of processing of all kind of proposals and submission to
Manager(F) within 2 working days
30
Whether IUFR prepared before 5th of every month 20
Operational tally 10
Establishment and operational fool proof system to avoid multiple
releases to same SHGs
20
% compliance of Internal Audit 10
100
21
The Accountant should ensure that the data required for the KPI are obtained systematically and should
have a back end system to support the data given in the KPI. In absence of any genuine system to obtain
data ( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero
score will be given against that indicator.
1.21 State Anchor Persons (SERP) - For Resource Blocks
Performance Indicators Score
Functional SHGs 15
% of rounds completed against planned 5
% of A Grade SHGs(if Grading not started , 0 marks be given) 10
% of A Grade VOs(if Grading not started , 0 marks be given) 10
No of active women trained at SERP and immersed in Rajasthan per
village entered( 2 per village)
20
% of SHGs of AW graded A 10
No of Bookkeepers/SHG(1:1 required) 10
% of Bookkeepers given all trainings ( 14 days module- 5+3+3+3) 10
Whether participated in the review meeting with DPMU Staff in this
month
10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data (or where it is felt that the data may not be accurate) , he will be held
responsible and zero score will be given against that indicator. Also Score of the nodal block is
obtained from the parameters given at Part-2.
Outcome Indicators –
(i) Average score of resource Blocks
(ii) 1500 Internal CRPs(300 teams) ( 900 Int CRPs + 600 Master BK) in all 15 resource
blocks by March 2015
22
(iii) 750 Internal CRPs (150 teams) ( 450 Int CRPs + 300 Master BK) in all 15 resource
blocks by October 2015
(iv) 1500 Internal CRPs(300 teams) ( 900 Int CRPs + 600 Master BK) in all 15 resource
blocks by March 2016
Note : Reporting officer, in consultation with reviewing authority will prepare indicators for
officials whose KPIs are not given in this report (for officials like PA, cashier, Computer operator
etc ). It should be ensured by GM(HR) that performance evaluation of all officials is done.
23
Part 2: Evaluation criteria of DPMU
Officials
(Districts with Resource /Intensive Blocks)
24
2.1 District Project Managers The table below measures scores of each RB and IB in the district. The score of a DPM will be
the average score of RB & IB in that district.
Key Performance parameters for each RB/IB Score
% Target achieved as per work plan 10
% of A Grade SHGs(Grading to be done by VO/AW) 10
% of 3 Month old SHGs given T-1 5
% of 6 Month old SHGs given t-2 10
% of 1 year old SHGs credit linked 10
No of MCLP cadres developed/cluster(4 Per cluster) 5
No of active women trained at SERP/BRLPS etc and immersed in Rajasthan per village entered 5
% of eligible AW deployed as per policy(On honorarium mode) 5
% of SHGs of AW graded A 5
No of Bookkeepers/SHG(1:1 Ratio) 5
% of Bookkeepers of 1 year old SHGs trained for 14 days 5
% SHG with Transaction entry on Sakh Darpan 10
No of Krishi Sakhi &Pashusakhi per village 5
No of Youth trained against target( both at RSLDC & RSETI) 5
Average no of night stay by DPMU officers(PFTs & Managers) during month (required 10 per month) 5
100
The DPMs should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator.
Outcome Indicators –
(v) 20 Internal CRPs teams ( 60 Int CRPs + 40 Master BK) per block by March 2015
(vi) 10 Internal CRPs teams ( 30 Int CRPs + 20 Master BK) per block by October 2015
(vii) 20 Internal CRPs teams ( 60 Int CRPs + 20 Master BK) per block by March 2016
(viii) One model Village in a year per RB/IB block– This village should demonstrate all
protocols of a RB and should have a score of 100 on defined KPI for a block . This
village should also have convergence of all schemes. DPMs may choose a village with
Best PFT/PRPs and AW combination and develop such a village.
The tentative KPIs of DPMU team – managers and PFTs is given below. However as the DPM is
head of district and is responsible for overall performance of a district, he may revise the KPIs
as per requirements and prevailing conditions.
25
2.2 Manager (IB/CB)
Key Performance Indicators Score
% of A Grade SHGs(if Grading not started , 0 marks be given) 10
% of VOs promoted /Trained as per plan 5
% of A Grade VOs(if Grading not started , 0 marks be given) 5
% of SHGs Trained in all modules as per their eligibility 10
No of active women trained and immersed per village entered(2 per
village)
10
% of SHGs of AW graded A 10
No of Bookkeepers/SHG 10
% of 6 month Bookkeepers given 1st refresher training 10
% of 12 month Bookkeepers given 2nd refresher training 10
No of days of stay in field 10
Score of the cluster 10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and should have a back end system to support the data given in the KPI. In absence of any genuine system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score will be given against that indicator. Outcome:- 100 CRPs developed by March 2015 per block
2.3 Manager (FI)
Performance Indicators Scores
% of 3 Month old SHGs given T-1 5
% of 6 Month old SHGs given T-2 10
% of 1 year old SHGs credit linked 15
MCLP Cadre per cluster( 4 per cluster) 10
Average Interloaning Ratio ( Loan outstanding /corpus > 0.9) 10
Average Repayment Rate 10
Avg Cash at Bank/SHG (ideal < 10,000),Avg Cash at Bank/CDO (ideal <
25,000)
10
Interest Subvention –No of SHGs credit linked in the district Vs uploaded 10
No of days stay in field 10
Score of the cluster 10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and should have a back end system to support the data given in the KPI. In absence of any genuine
26
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score will be given against that indicator.
Outcome- At least 75 % of 1 year old SHGs credit linked
2.4 Manager (Livelihood)
Performance Indicators Scores
No of Producers Organizations promoted/co-opted against plan 10
% of Youth mobilized against target 15
% of Youth Trained against target 15
Follow up of youths placed (10% of trained &Placed ) 10
No of Pashu Sakhi /village trained & deployed 10
No of Krishi Sakhi /village trained & deployed 10
No of Subprojects under implementation against planned if any 10
No of days stay in field 10
Score of your cluster 10
100
The officer should ensure that the data required for the KPI are obtained systematically and
should have a back end system to support the data given in the KPI. In absence of any genuine
system to obtain data ( or where it is felt that the data may not be accurate) , he/she will be
held responsible and zero score will be given against that indicator.
Outcome:-100 Community cadres (KS&PS ) functional at year end per Resource/Intensive block
2.5 Manager (M&E)
Performance Indicators Scores
% SHG with Transaction entry on SakhDarpan 35
NRLM-MIS block MPR update before 8th of every month 10
Monthly report prepared and submission to SPMU before 5th every month 10
Minutes of review meeting (including Action plan Vs Achievement) prepared
and shared to SPMU
5
Validation of at least 3% of data received from the Project 10
Preparation of PE of DPMU staff/PFTs by 5th of every month 10
No of days stay in the field 10
Score of the cluster 10
Total 100
The officer should ensure that the data required for the KPI are obtained systematically and should have
a back end system to support the data given in the KPI. In absence of any genuine system to obtain data
27
( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score
will be given against that indicator.
Outcome Indicator – More than 90% SHG with regular Transaction entry on SakhDarpan
2.6 Manager (Fin)
Performance Indicators Scores
% of staff given salary before 3rd of every month 10
Average days taken to clear various bills(maximum 3 working days) 10
Whether IUFR prepared and submitted timely before 5th of every month 20
Operational tally 10
Establishment and operational fool proof system to avoid multiple
releases to same SHGs
10
% compliance of Internal Audit 10
Timely Release of Funds to CBOs 20
No of days stay in field this month 10
100
The officer should ensure that the data required for the KPI are obtained systematically and should have
a back end system to support the data given in the KPI. In absence of any genuine system to obtain data
( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score
will be given against that indicator.
2.7 Accountant
Performance Indicators Scores
Preparation of salary bill by last week of the month 10
Average days taken to clear various bills(maximum 3 working days) 10
Whether IUFR prepared before 3rd of every month 10
Operational tally 10
Establishment and operational fool proof system to avoid multiple
releases to same SHGs
20
% compliance of Internal Audit 10
Timely Release of processing of all kind of proposals and submission to
Manager(F) within 2 working days
30
100
The Accountant should ensure that the data required for the KPI are obtained systematically and should
have a back end system to support the data given in the KPI. In absence of any genuine system to obtain
data ( or where it is felt that the data may not be accurate) , he/she will be held responsible and zero
score will be given against that indicator.
28
2.8 PFT/PRP Each PFT/PRP should be allotted a number of villages in his cluster by the DPM and he will be
responsible for the activities in those villages. Thus the area of each cluster will be allocated among the
PFTs/PRPs deployed. The table below measures scores of the work done in the villages given/allocated
to a PFT.
Key Performance parameters Score
% of A Grade SHGs(Grading to be done by VO/AW) 10
% of 3 Month old SHGs given T-1 5
% of 6 Month old SHGs given t-2 10
% of 1 year old SHGs credit linked 10
No of active women trained at SERP and immersed in Rajasthan per village entered 10
% of eligible AW deployed as per AW policy 5
% of SHGs of AW graded A 5
No of Bookkeepers/SHG(1:1 Ratio) 5
% of eligible Bookkeepers trained for 14 days 5
% SHG with Transaction entry on Sakh Darpan 10
No of Krishi Sakhi & Pashu Sakhi /village( 2 per village required) 5
% of Youth trained as per target 5
% of VO meetings attended during month 10
Whether Monthly Progress Report Submitted by 2nd of this month 5
100
The PFTs should ensure that the data required for the KPI are obtained systematically and should have a
back end system to support the data given in the KPI. In absence of any genuine system to obtain data
(or where it is felt that the data may not be accurate) , he/she will be held responsible and zero score
will be given against that indicator. For example for Grading, the official should ensure (by training
VOs/AW) that the grading of each SHG is done once every 2 months and the data of each grading should
be systematically maintained and send to DPMU office.
Outcome:-10 Internal CRPs + 4 book keepers at the end of March ‘15.
Note:-Based on the performance evaluation parameters, DPMU Managers &PFTs performance to be
evaluated by the concerned DPM and submit evaluation sheet with the recommendations to SPMU for
necessary proceedings. Reporting officer, in consultation with reviewing authority will prepare
indicators for officials whose KPIs are not given in this report (for officials like PA, cashier,
Computer operator etc). It should be ensured by Manager(Finance) that performance evaluation
of all officials is done.
29
Part 3: Evaluation criteria of DPMU
Officials
(Districts with no Resource /Intensive Blocks)
30
3.1 District Project Managers The table below measures scores of each NIB in the district. The score of a DPM will be the
average score of that block.
Key Performance parameters for each block/cluster Score
% Target achieved as per work plan 10
% of A Grade SHGs(Grading to be done by VO/AW) 10
% of 3 Month old SHGs given T-1 5
% of 1 year old SHGs(after cooption) credit linked 15
No of active women trained at SERP/BRLPS etc and immersed in Rajasthan per village entered 10
% of eligible AW deployed as per policy(On honorarium mode) 5
% of SHGs of AW graded A 5
No of Bookkeepers/SHG(1:1 Ratio) 10
% of Bookkeepers of 1 year old SHGs trained for 14 days 5
% SHG with Transaction entry on Sakh Darpan 10
Average no of night stay by DPMU officers(PFTs & Managers) during month (required 10 per month) 10
100
DPMU with CRP strategy introduced in any cluster, the KPIs will be the same as for
Resource/Intensive blocks. The DPMs should ensure that the data required for the KPI are
obtained systematically and should have a back end system to support the data given in the
KPI. In absence of any genuine system to obtain data (or where it is felt that the data may not
be accurate), he/she will be held responsible and zero score will be given against that indicator.
Outcome Indicators
One model Village in a year per cluster– This village should demonstrate all protocols of
a RB and should have a score of 100 on defined KPI for a block. This village should also
have convergence of all schemes. DPMs may choose a village with Best PFT/PRPs and
AW combination and develop such a village.
All PFTs of Non Intensive blocks to be well trained and ready to work as MT for various
training to CBOs.
31
3.1 Managers/PFTs Key Performance parameters Score
% of A Grade SHGs(Grading to be done by VO/AW) 10
% of 3 Month old SHGs given T-1 10
% of 1 year old SHGs credit linked 10
No of active women trained at SERP and immersed in Rajasthan per
village entered 10
% of eligible AW deployed as per AW policy 5
% of SHGs of AW graded A 5
No of Bookkeepers/SHG(1:1 Ratio) 5
% of eligible Bookkeepers trained for 14 days 5
% SHG with Transaction entry on Sakh Darpan 20
% of VO meetings attended during month 10
Whether Monthly Progress Report Submitted by 2nd of this month 10
100
32
Brief about Various KPIs used as Evaluation Parameters
KPI Description
No of block entered Progress Versus action plan
No of CRP rounds completed Progress Versus action plan
Grading of SHGs SHGs graded by VOs. Till CDOs existence AW will carry out Grading in the prescribed format.
Grading of CDO/VOs Graded by CM with the support of PRP/PFT
No of PRPs trained& deployed 4 PRPs per cluster
No of field visits& night stays 2 visits per month.For SPMU- One in concerned nodal block and consequent round in any one of the remaining district needs sector support
Active women identification/Induction &immersion/deployment
@ 2 Active Women per village entered
No of book keepers Book keeper per SHG will be in 1:1 ratio
No of MCLP cadres developed Minimum 4 per cluster
No of youths identified &trained As per target
KrishiSakhis identified, trained & functional `
1 per village
PashuSakhis identified, trained & functional `
1 per village
Inter loaning ratio More than 0.9