[se-decn] QUERY:URGENT! Inputs to Sumit Bose Committee on Performance Based Payments. Advice. Reply by 22 June 2017.
Ramit Basu
Moderator’s Note: Dear members, we are posting an urgent query from Ramit Basu. Ramit seeks your inputs and suggestions for the Sumit Bose Committee set up by Ministry of Rural Development to suggest human resource integration at Panchayat level. Your inputs into this important topic will help the Committee formulate recommendations that will strengthen Gram Panchayat functioning. Please note that inputs are required urgently, the query is open for responses till 22 June 2017. Regards, Tina Mathur
Dear members of Decentralization Community,
I work as a consultant to the Committee on Performance Based Payments for better outcomes in Rural development programmes (under the Chairmanship of Shri. Sumit Bose, former Finance Secretary to Govt. of India), set up by the Ministry of Rural Development. The objective of the Committee is to examine Human Resource deployment under Rural Development Programmes and suggest a framework for human resource integration at the Panchayat level. The purpose is to strengthen the core functions of the Gram Panchayats which will enable the Panchayat to strengthen the agency function entrusted to it.
It is felt that the implementation of RD programmes could be significantly improved if the human resource available at Gram Panchayat, Block Panchayat and District Panchayat level is organized into horizontal teams accountable to the Panchayats and available for supporting individual beneficiaries, SHGs, and Village Organizations.
Members of the Decentralization Community are requested to provide suggestions on the following aspects of the Terms of Reference of the Committee:
- What should be a composite job profile for a rural development functionary at Gram Panchayat, Block Panchayat and District Panchayat level in the context of the tasks they are expected to carry out?
- What could be the performance criteria for payments to field functionaries under Rural Development programmes, such as MGNREGA, Pradhan Mantri Awas Yojana-Grameen (PMAY-G), Integrated Water Management Programme (IWMP), Deen Dayal Antyodaya Yojana-National Rural Livelihoods Mission (DAY-NRLM), Deen Dayal Upadhyay- Grameen Kaushalya Yojana (DDU-GKY), National Social Assistance Programme (NSAP), National Rural Drinking Water Programme(NRDWP)?
- What can be the training framework for a composite rural development functionary, to function as a multi-tasking resource person?
- What model would you suggest for convergence of vertical (at programme level) and horizontal (at Panchayat level) responsibilities at Gram/Block/District Panchayats?
Please also share any case studies, examples and models on any of the aspects mentioned above that you may have.
Your inputs will enable the Committee to frame strong and practical recommendations for the Government to implement on the ground. The Chairman of the Committee feels that the Committee could benefit considerably from your inputs through Decentralization Community.
Regards,
Ramit Basu
Consultant to the PBP Committee
New Delhi
Yogesh Kumar
Dear Ramit and members of Decentralization Community,
It is heartening to know that MoRD has set up a committee to develop a framework for human development for the PRIs at different levels. The questions posed in the query are quite relevant to address the perpetual problem of inadequate staff and low rewards for the PRI functionaries. I would like to submit to the Committee the following for kind consideration :
- It should be recognised that there is a large workforce working within the jurisdiction of PRIs either directly accountable to PRIs or appointed under various development programmes. The human resource management of the PRIs to play agency functions need to be looked in a holistic manner. There is a need for comprehensive design for recruitment, capacity building, career planning and appraisals. Currently, the view is very narrow to hire staff for getting some of the programmes implemented. There is a need to define core staff that will always be necessary for the PRIs to function as local government for utilisation of Finance Commission grants, MGNREGS and self -generated income, even when there is no other programme available for the PRIs. The contractual staff will grow or shrink with the availability of the programme funds.
- There is a need to establish a Panchayat Service Commission (PSC) in each state to ensure recruitment of PRI staff at the district level and below. The PSC should also be responsible for organising regular transfers and promotions, conducting appraisals and co-ordinating capacity enhancement initiatives for the staff. All development programmes of the national or state government should go through the PSC to design parameters of recruitment and rewards/incentives so that parity is maintained at the village/Panchayat/block and district level salaries as well as quality of human resources.
- The PSC can hire professional agencies of the Government or non-governmental for capacity building of the staff for performing functions as required in their job description. The PSC will also design annual performance appraisal system and monitor its application.
The questions as posed in the query cannot be addressed properly in absence of any systematic mechanism of hiring, firing, reward system and promoting human resources, pegged with an institutional mechanism. Multiple programmes, multiple reward systems and multiple supervisors are adding more complexity in implementation of programmes at the district level and below.
Regards,
Yogesh Kumar
Samarthan-Centre for Development support
Bhopal
Original Query:
Veena Mahor
Dear members,
I would like to offer the following suggestions to the Sumit Bose Committee:
Composite job function:
If we learn from the existing model of capacities of grassroots functionaries, we realize that they are well trained in respective field / sector (health, education, administration, etc), however, what is lacking is the ability to personalize the service delivery to the beneficiaries. Another thing lacking is the attitude to be accountable and work hand in hand with Local Governments (elected representatives) in context to improve service delivery. Most of the functionaries view Local Governments in a negative light and hence are unable to identify problems in field and bring them on a common platform because of which service delivery suffers. Narrating an example from the field - conversation with one of the Auxiliary Nurse Midwives (ANMs) reflected that she does not visit the village as per schedule because the State Transportation bus which was available to her to commute was stopped. She has a feeding child at home, if she visits the village as per her duty, she has no vehicle to commute back home. Such problems and challenges faced by frontline service delivery providers can be easily advocated by the Local Governments and solutions can be sought.
As Yogeshji mentions, a core team of well-trained functionaries should be available to the Local Governments, the job function of this team, apart from leading the sectoral interventions should also include involving Local Governments in interventions, hence bringing realization of their role which will in turn also develop capacity of the Local Governments. ‘Involving Local Governments’ does not mean inviting them for ribbon cutting or speech during functions, involving means supporting them in developing strategies to fill the gaps in interventions and identifying the regulations for implementation of these strategies.
Training framework:
Multi-tasking is a good thought but it also means that focused tasks get diluted. The functionary needs to have a core function of expertise (trained in it) and the primary accountability should be for the core function. Apart from this, the functionary can have knowledge and skills for multi-tasking for allied functions which can be an added advantage to the PRIs. Training of this core team should also include training in soft skills like team building and functioning, communication, leadership, stress management, etc.
Regards,
Veena Mahor
Aga Khan Rural Support Programme in India [KRSP(I)]
Gujarat
Original Query:
From: Ramit Basu [mailto:ramit4de...@gmail.com]
Sent: 15 June 2017 13:00
To: Decentralization Community <se-...@solutionexchange-un.net.in>
Subject: [se-decn] QUERY:URGENT! Inputs to Sumit Bose Committee on Performance Based Payments. Advice. Reply by 22 June 2017.
Moderator’s Note: Dear members, we are posting an urgent query from Ramit Basu. Ramit seeks your inputs and suggestions for the Sumit Bose Committee set up by Ministry of Rural Development to suggest human resource integration at Panchayat level. Your inputs into this important topic will help the Committee formulate recommendations that will strengthen Gram Panchayat functioning. Please note that inputs are required urgently, the query is open for responses till 22 June 2017. Regards, Tina Mathur