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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



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


Total 100



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.


(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


(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


No of days stay in field ( Required 10 days /month) 10

Score of your Block( as nodal officer) 5

100



system to obtain data (or where it is felt that the data may not be accurate), he/she will be held


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.


(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.

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1.4 General Manager (CB&T) - staff Training Performance Indicators Scores


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



Score of your Block 10

100





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



% of 3 Month old SHGs given T-1 5


% 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






Outcome – 75 % of 1 year old SHGs Credit Linked

13

1.6 Sr. Specialist (IG) Performance Indicators Scores


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


100





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



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)



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


Score of nodal Block 10

100







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



100 **presently administration is being handled by 3 officers. Separate records may be maintained by each officer



system to obtain data (or where it is felt that the data may not be accurate) , he/she will be


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)


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



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)


% 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


100







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


No of active women identified per village entered 10


% of VOs promoted against plan 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


100

17







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



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


No of Krishi Sakhi /village trained & deployed 25

No of Pashu Sakhi /village trained & deployed 25


Performance of CMSA including CRPs generated 20


100

18



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)


Youth fair/Mela organized 10



% of Youth placed against target 10




100







Outcome Indicator:- No of youths trained & linked with wage employment against target

1.16 Manager (M&E)



% 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



Total 100

19







Outcome Indicator – % SHG with Transaction entry on Sakh Darpan

1.17 Junior Specialist (IEC)


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



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)


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


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



100






Outcome:- No of procurements completed as per timeframe

1.20 Accountant


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


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




village entered( 2 per village)

20


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



system to obtain data (or where it is felt that the data may not be accurate) , he will be held




(i) Average score of resource Blocks

(ii) 1500 Internal CRPs(300 teams) ( 900 Int CRPs + 600 Master BK) in all 15 resource


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


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 6 Month old SHGs given t-2 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


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



held responsible and zero score will be given against that indicator.


(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)



% of VOs promoted /Trained as per plan 5



No of active women trained and immersed per village entered(2 per

village)

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)





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



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)


No of Producers Organizations promoted/co-opted against plan 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


Score of your cluster 10

100




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)


% 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


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)


% 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




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


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




20


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.

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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 6 Month old SHGs given t-2 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 eligible Bookkeepers trained for 14 days 5


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.

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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 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 Bookkeepers of 1 year old SHGs trained for 14 days 5


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.

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3.1 Managers/PFTs Key Performance parameters Score





village entered 10

% of eligible AW deployed as per AW policy 5



% of eligible Bookkeepers trained for 14 days 5


% of VO meetings attended during month 10

Whether Monthly Progress Report Submitted by 2nd of this month 10

100

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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

performance evaluation system€¦ · part 1: evaluation criteria of spmu officers . 8 the...

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