Performance Related Incentive Scheme for Indian Agricutural Scientists

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This is a draft proposal presented for the benefit of ICAR and DST, New Delhi

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Performance Related Incentive Scheme for Indian Agricutural Scientists

  1. 1. PERFORMANCE-RELATED INCENTIVE SCHEME C. DEVAKUMAR Division of Agricultural Chemicals Indian Agricultural Research Institute New Delhi-110012 14 Nov 2008, New Delhi
  2. 2. <ul><li>1. Larger goal: Institutional </li></ul><ul><li>Achieving the objectives and targets of the institution most effectively, ethically and socially responsive manner </li></ul><ul><li>Pre-requisites: </li></ul><ul><li>Good governance and enabling environment </li></ul><ul><li>Good governance signifies decentralised working, authority to modify/formulate rules and procedures; ability to exercise them in an unbiased manner: </li></ul><ul><li>Manage the environs and personnel assigned to research laboratories and fields and address the needs and perceptions of various clients and stakeholders. </li></ul><ul><li>Remaining efficient in input use and relevant in application of its output. </li></ul><ul><li>Good governance requires that external and internal rules be supplemented by organisational and individual value systems and ethical codes. </li></ul>
  3. 3. EIGHT LIMBS OF GOOD GOVERNANCE http://www.unescap.org/pdd/prs/ProjectActivities/Ongoing/gg/governance.asp
  4. 4. <ul><li>Three Pillars of Good Governance </li></ul><ul><li>The internal mechanisms relate to how decision-making roles and responsibilities are defined, accepted and applied to establish overall work culture. </li></ul><ul><li>Performance dimension relates to the use of resource inputs with product outputs. Performance defines a system’s viability and visibility. Besides efficiency with which inputs are used and profitability from the output produced are measured, performance management should focus on indicators that assess long term value creation like human resource development, client service, product standards, quality of internal processes and organisational learning. </li></ul><ul><li>Accountability is defined as responsibility for performing those tasks or achieving those results for which the individual or the organisation has been delegated the necessary authority. Without grant of necessary authority, individuals and organisations are less liable to be held accountable for use of resources, production of quality output and the processes of fairness, responsiveness and honesty by which the output is produced and its impact and relevance are sustained. Accountability relates performance to relevance and social responsibility. By defining roles and responsibility and operational rules and procedures, internal processes, in turn, influence performance and accountability. </li></ul>
  5. 5. Analytical framework of NARS function Mission Statement To provide leadership on food, agriculture, natural resources, rural development and related issues based on sound public policy, the best available science, and efficient management. Vision Statement To be a dynamic organization that is able to improve farm economies and quality of life in rural India, protect the Nation’s food security and nutrition, and protect and ensure sustainable and efficient management of the Nation’s natural resources and environment. Values • Strong ethics; • Service; • Teamwork; • Inclusive decision-making; and • Fiscal responsibility. Strategic Goals and Plans Sound management is the key for improvement in human capital, information technology and e-Government, financial management, competitive sourcing, and budget and performance integration. Strategic goals must aim to provide good service, state-of-the-art-science, and consistent management excellence across the broad responsibilities of the institution. Objectives Targets
  6. 6. <ul><li>2. INDIVIDUAL ASSESSMENT and INCENTIVE </li></ul><ul><li>According to Pay Commission recommendations, this scheme is meant for scientist and teachers having the pay band 3. </li></ul><ul><li>ICAR has been improving the elements of AAR as well as Scorecard for direct recruitment and promotion of its scientists. There is scope to improve these metrics and assessors through further negotiations. </li></ul><ul><li>Some Examples of Metrics and Assessors </li></ul><ul><li>One mark for sole or senior author / contributor in the assigned area of work (research/ teaching/ extension). </li></ul><ul><li>Half mark as a collaborator having made significant contributions in the team-work. </li></ul><ul><li>It must be ensured that this provision is not misused by artificial teams for the purpose of winning the incentive. Awards / recognitions obtained from any event in which the concerned scientist had a role in organising it will not be reckoned for this purpose. </li></ul><ul><li>Any one having secured 4 marks in a single year out of the following parameters would be eligible for an annual incentive </li></ul>
  7. 7. <ul><li>An illustrative list of measurable parameters: </li></ul><ul><li>National/international award/ recognition including chairman/membership of task force, apex committee, steering committee etc. such as by Science academies, ICAR, CSIR, DBT/National Institutes, Ministries of State or Central Government, FAO of the UN etc.), </li></ul><ul><li>A research paper or review published in a journal having NASS impact factor of 4 and above. </li></ul><ul><li>Authored a book or handbook published by a professional scientific society or private publisher of repute </li></ul><ul><li>An Indian or foreign patent </li></ul><ul><li>First report of an exotic pest / indigenous pest/ strain /race/ host </li></ul><ul><li>First report of a germplasm / organism having important trait as accessions </li></ul><ul><li>A novel technique or tool or algorithm not covered by a patent </li></ul><ul><li>An innovative extension material or aid or methodology proven by popular acceptance by the stakeholders </li></ul><ul><li>A crop variety or a product or a technology or process commercialised or popularised </li></ul><ul><li>Design of a new course or curriculum duly approved by the academic council or designated body </li></ul>
  8. 8. <ul><li>An illustrative list of measurable parameters (contd) </li></ul><ul><li>Best prize in a fair and open competition organised by society of repute, such as competitive grant, scholarship, fellowship, best oral/ poster presentation, invited lecture, best exhibit etc. </li></ul><ul><li>Positive feedback from past students/ participants commensurate with research guidance/teaching/ training with a threshold score of 20. </li></ul><ul><li>Significant contribution in the institution building </li></ul><ul><li>Organisation of an international conference or editor or member of an editorial board or repeated peer-reviewer of journals with a NASS rating of 4 and above or its equivalent (one-time eligibility for full tenure). </li></ul><ul><li>Conduct of Kisan mela or training or workshop or summer /winter schools either as course director or course coordinator. </li></ul><ul><li>Publication of the proceedings of an international/ national conference </li></ul><ul><li>When the citation crosses the score of 10 (excluding self-citation) of a single paper published by the author in the past </li></ul><ul><li>When his/her technology or variety or product becomes a success in the market or in farmers’ fields </li></ul><ul><li>When the resource generation from external sources through fair and transparent means exceeds 10 lakhs in a single year. This will be reckoned after the successful completion of the project. </li></ul><ul><li>Any other significant contribution towards meeting the mandate of the institute </li></ul>
  9. 9. <ul><li>Roadmap for PRIS </li></ul><ul><li>ICAR may formulate a set of metrics and assessors as illustrated above for quantifying the performance of individual or a team of scientists for the reward of incentives. </li></ul><ul><li>These metrics and assessors can be embedded in the AAR so that the competent authority can apply the reward. </li></ul><ul><li>In the annual SRC presentation, each scientist or the mutually agreed team of scientists may outline their next year plan of work, the budget and infra-structural facilities that are minimally required along with their time line. </li></ul><ul><li>After due discussion, the Director must commit to support the work plan with requisite budget and infra-structural facilities. </li></ul><ul><li>In the next year, the achievements of the scientists or the team of scientists may be reviewed in the open SRC. The review and perception in the SRC would be useful for the Director in arriving at the fair and just decision. </li></ul><ul><li>Before finalising, the list of successful scientists / teams along with their contribution selected for incentive may be displayed in the institute website for 15 days for receiving objection, if any. </li></ul><ul><li>ICAR may create a permanent cell which may carry out periodic reviews of this mechanism. </li></ul>
  10. 10. THANKS

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