IFPRI - NAIP - Sanchal Bilgrami, NAIP

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National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs

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  • 1. Driving Government Performance: Leadership Strategies that Produce Results Sanchal Bilgrami Director Finance, NAIP
  • 2. What questions should I ask myself to improve my performance? Question Zero 1. “What exactly are we trying to accomplish?” Performance Deficit 1. “What are my organization’s performance deficit?” 2. “Which performance deficits should I try to eliminate or mitigate first?”
  • 3. Value Chain 1. “Where along the value chain are my organization’s most significant performance deficits?” 2. “Where along the value chain should I and my organization concentrate our efforts?” Opportunities 1. “How can I practice JIU – JITSU Management?”
  • 4. The Responsibility of the Performance Executive • Good intentions are not good enough • Good decisions are not good enough • Good planning is not good enough • Good ethics are not good enough • Results are what really count
  • 5. Eleven “Better Practices” That Can Help “Ratchet Up” Performance
  • 6. Creating the performance framework (I) Practice 1: Articulate the organization mission Practice 2 : Identify the organization’s most consequential performance Practice 3 : Establish a specific performance Practice 4 : Clarify your theoretical linkage between Target & Mission
  • 7. Driving Performance Improvement (II) Practice 5 : Monitor & report progress frequently, personally & publically Practice 6 : Build Operational Capacity Provide your teams with what they need to achieve the target. Practice 7 : Create “esteem opportunities” Ensure that people can earn a sense of accomplishment & thus gain both self esteem & esteem of their peers. Practice 8 : Reward success
  • 8. Learning to enhance Performance (III) Practice 9 : Check for cheating, distractions & mission accomplishment Practice 10 : Analyze a large number & under variety of indicators Practice 11 : Adjust mission, target, theory, monitoring, operational capacity, rewards, esteem opportunities and/ or analysis.
  • 9. HKS Case Study Teaching Method • Professors used real life examples from the public offices to highlight and analyze the principles of public governance. A typical HKS style case study is a short narrative (less than 25 pages) most often told from the point of view of manager embroiled in a dilemma. • Professors assign questions prior to class to focus students on the particular issues they plan to address in the class session. A class session can include student-led presentations, exercises, role plays, debates, guest speakers, and summarizing lectures. • Professors lead students to experience an “aha” moment during which conventional wisdom is trumped by deeper, more seasoned insights.
  • 10. Team Preparation
  • 11. Yellow Team : “HAIKU”
  • 12. Case Studies : The Six Curriculum Models 1. The Performance orientation “How will we know if our organization improves its performance?” Case : Park Plaza 2. Motivating & Measuring organizational & systemic change “How can public executives use performance measures both to learn how to produce better results and to motivate their organizations to do so?” Case : “NYPD New” The ladder & the Scale; Oklahoma Milestones 3. Meaningful Measurement of Performance “What kind of performance measures might, can and should public executives use and to accomplish what purpose?” Case : Paul H O Neil
  • 13. 4. Risk Control, Problem solving and performance accounts “When faced with the challenge of controlling risks, what problem-solving strategies might public executives find effective?” Case : “The Coast Guard GPRA Pilot” 5. Motivating Individual & Team Performance “What specific strategies can public executives use to both individual & teams? Case : “Baines Electronics” & Division of Water Resources 6. Creating a Performance Driven Culture “How can public executive infuse a performance orientation into the culture & day to day operations of their agencies.” Case : “Lead Poisoning”, Homestead Air Force Base”, What’s my Agency sortie.”
  • 14. Pedagogy at HKS
  • 15. Pedagogy at HKS 1. Class in HKS.mp4 2. Harvard Post Class.mpg
  • 16. Management Concepts STRETCH TARGET : A “stretch target” is one that the organization cannot achieve simply by working a little harder or a little smarter. To achieve a stretch target people have to invent new strategies, new incentives – entirely new ways achieving their purpose. Whenever an organization sets out to accomplish a big tasks, it breaks it down into small tasks and starts with the easiest ones. Such a strategy of small wins makes a perfect sense. With each small win, the organization demonstrates progress. With each small win, it develops the confidence that it can accomplish something significant. Moreover, through a series of small wins, it leaves what works, what doesn’t – and in what circumstances.
  • 18. JIU – JITSU Management • Almost anything that we can think of has a defining moments : a point when person has shine the brightest and cemented his existence for everyone to notice and for everyone to remember • Effective public executives convert problems into opportunities • Effective public executives use political momentum to accomplish their purpose.
  • 19. CAMPBELL’S LAW When pressure becomes personal – when a person’s job and income are on the live – some people resort to cheating. “The more any quantitative social indicators is used for social decision making, the more subject it will be corruption pressure and the more apt it will be to distort & corrupt the social processes it is intended to monitor” So get over it. Don’t go looking for the perfect performance measure. It doesn’t exist. Don’t waste countless meetings debating whose measure is without defects. All measures have them. Don’t hire expensive consultants to create the penultimate measure. It doesn’t exist. Instead, start with a good measure or two.
  • 20. THANK YOU