Tripura Rural Livelihood Mission Society · 2017-06-06 · 3.0 Recruitment and Selection Process...

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Tripura Rural Livelihood Mission Society

Human Resource Manual

TRLM HR Manual 2

Contents

1.0 Introduction ...................................................................................................................................... 5

2.0 Staff Structure .................................................................................................................................. 6

2.1 Qualifications, Years Of Experience and likely Numbers ......................................................... 12

2.2 Categories Of Staff ..................................................................................................................... 12

2.3 Reporting Relationship ................................................................................................................. 2

2.4 Delegation of Powers ................................................................................................................. 14

3.0 Recruitment and Selection Process ................................................................................................ 15

3.1 Selection Criteria ........................................................................................................................ 15

3.2 Selection Methods ...................................................................................................................... 15

3.2.1 Engaging Staff from Open Market ...................................................................................... 15

3.2.2 Engaging Staff on Deputation (Fitment) ............................................................................. 15

3.2.3 Engaging Staff through Campus Recruitment ..................................................................... 16

3.3 Dis-Engagement ......................................................................................................................... 16

3.4 Probation Period ......................................................................................................................... 16

3.5 Staff Appointment and Contract ................................................................................................ 16

4.0 Remuneration Package ................................................................................................................... 16

4.1 Allowances ................................................................................................................................. 18

4.1.1 TA/DA Entitlements ............................................................................................................ 18

4.1.2 Other Entitlements ............................................................................................................... 18

4.2 Leaves......................................................................................................................................... 18

5.0 Capacity Building of the Staff ....................................................................................................... 20

5.1 Induction..................................................................................................................................... 20

5.1.1 Induction Design.................................................................................................................. 21

5.1.2 Training Modules ................................................................................................................ 21

5.2 Customized Management Training Programmes ....................................................................... 22

5.3 Some of the NRLM Implementation specific training on Programme Issues may be conducted

on need basis. Some of these trainings include -.............................................................................. 22

6.0 Staff Code of Conduct ................................................................................................................... 22

7.0 Grievance Redressal....................................................................................................................... 24

8.0 Performance Management System ................................................................................................ 25

8.1 The Performance Management Process ..................................................................................... 25

8.2 Performance Management System ............................................................................................. 26

8.2.1 Annual Performance Plan / Target Setting .......................................................................... 26

TRLM HR Manual 3

8.2.2 Performance Scoring ........................................................................................................... 26

8.2.3 Performance Review ............................................................................................................ 26

Annexure I: Retainer Consultant Policy .............................................................................................. 25

Annexure II: Administrative Powers: Delegation ................................................................................ 32

Annexure III: Fitment of staff on deputation……………………………………………………….35

TRLM HR Manual 4

ABBREVIATIONS

NRLM National Rural Livelihood Mission

RD Rural Development

TRLM Tripura Rural Livelihood Mission

CEO Chief Executive Officer

Addl. CEO Additional Chief Executive Officer

SMMU State Mission Management Unit

DMMU District Mission Management Unit

BMMU Block Mission Management Unit

EC Executive Committee

GB General Body

SMM State Mission Manager

PM Programme Manager

FIC Financial Inclusion Coordinator

DMM District Mission Manager

DC District Coordinator

BMM Block Mission Manager

BMC Block Mission Coordinator

CC Cluster Coordinator

MIS Management of Information System

IB&L Institution Building & Livelihood

M & E Monitoring & Evaluation

L&M Livelihood & Marketing

IB&CB Institution Building & Capacity Building

S&P Skill & Placement

FI Financial Inclusion

TA Travelling Allowance

DA Dearness Allowance

APM Assistant Programme Manager

YP Young Professional

HR Human Resource

RC Retainer Consultant

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1.0 Introduction

The National Rural Livelihoods Mission (NRLM) – Aajeevika has a mandate of reaching out

to all poor households in the country.

NRLM Mission

Its Mission is “to reduce poverty by enabling the poor households to access gainful self-

employment and skilled wage employment opportunities, resulting in appreciable improvement

in their livelihoods on a sustainable basis, through building strong grassroots institutions of the

poor.”

NRLM supports the poor to build their institutions. The institutions of the poor are platforms

for collective action, based on self-help and mutual cooperation. These institutions provide

services to their members – savings, credit, livelihoods support, etc., that supports them

strengthen and sustain their livelihoods.

NRLM Core Values

Its Core Values are:

Ownership and key role of the poor and their institutions in all stages – planning,

implementation, and monitoring

Inclusion of the poorest, and meaningful role to the poorest in all the processes

Community self-reliance and self-dependence

Transparency and accountability of all processes and institutions

They guide all the activities under NRLM.

NRLM is implemented through sensitive support structures with dedicated professionals at

various levels - National, State, District and Block levels. They support and nurture the

institutions of poor. At the National-level, an independent body – National Rural Livelihoods

Promotion Society (NRLPS) has been set up as a Technical Support Agency (TSA) for NRLM.

For implementation of NRLM in the state, Tripura Rural Livelihoods Mission (TRLM) is

constituted which is a registered society to ensure independent functioning of the Mission. The

TRLM shall have dedicated staff at three levels – State, District and Block. The TRLM shall

facilitate the district and block units in building and supporting the community institutions and

community professionals for communitization of the whole programme. TRLM will facilitate

the transformation of the Mission – from ‘for the poor’ to ‘of the poor and by the poor’.

TRLM Staff Non–negotiable Principles

All TRLM staff follows its non-negotiable principles. These are:

Faith in the Capacity of Poor.

Staying, being and working with the Poor in the village through maximizing their time

with the community.

Integrity. Staff displays integrity of highest order in the discharge of their

responsibilities.

TRLM envisages setting right HR systems in place to stimulate a positive work environment to

achieve desired results. TRLM supports open, transparent, honest, respectful and timely two-

way communication across the organization. Hence, it promotes an open-door policy at all

TRLM HR Manual 6

levels of implementation, which fosters positive working relationships. All the staffs in TRLM

(across levels) proactively seek and disseminate information to contribute to the goals of the

organization. TRLM along with its community institutions operates as a non-hierarchical

learning community.

TRLM seeks to select, induct and retain the staff dedicated to the ‘Mission’ of the Mission,

with belief in its core values and non-negotiable principles. TRLM is committed to ensure a

healthy work environment for its staff, so as to keep them motivated to go that extra mile in the

service of the poor and in the empowerment of the poor.

2.0 Staff Structure

TRLM implements the Mission under the broad guidance of the General Body and the

Executive Committee.

The Chief Secretary of the state is appointed as the Chairperson of the General Body of the

TRLM. Other members of the General Body include Secretaries of other relevant

departments/government bodies, representatives of training institutes, academic institutions,

Bank representatives and the Chief Executive Officer (CEO) of the TRLM.

An Executive Committee consisting of the Chief Secretary, Secretary (RD), Secretaries of

relevant departments and CEO is constituted. The Executive Committee is entrusted the

responsibility of taking decisions on all important matters in the TRLM.

The staff structure of the TRLM is as given below:

State Level Project support

District Level Project support

Block Level Project Implementation

General Body headed

by Chief Secretary

Executive Body headed by

Chief Secretary

State Mission Management Unit (SMMU)

District Mission Management Unit (DMMU)

Block Mission Management Unit (BMMU)

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The Mission is implemented at three levels of operation - the State Mission Management Unit (SMMU), District Mission Management Unit (DMMU) and

Block Mission Management Unit (BMMU). The SMMU has the following structure:

CHIEF EXECUTIVE OFFICER

ADDITIONAL CHIEF EXECUTIVE OFFICER

Financial Inclusion

CoordiNiltor

SMM (IB & L)-

Institution Building &

Livelihood

SMM (F)-Financial

Management & Procurement

PM (Skill & Placement) PM (Livelihood & Marketing) Accounts Officer

Asst. PM -CB

Asst. PM -Gender, Social

Inclusion & PRI Convergence

Asst. PM - IB Asst. PM -Procurement

SMM (M & E)

SMM (HRM)-

HRM, Capacity Building

PM (Management Information

System)

Asst. PM - L & M

Documentation Assistant

Office Attendant

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The Chief Executive Officer (CEO) is in-charge of the TRLM and responsible for running the

programme in the entire state. S/he is supported by Additional Chief Executive Officer (Addl.

CEO).

The CEO is supported by State Mission Managers (SMM), Programme Managers (PM) and

Financial Inclusion Coordinator (FIC) at the State Mission Management Unit (SMMU). Each

of the State Mission Managers (SMM) is expected to hold charge of one or more of the

thematic units (program or systems). A core team would include SMM for various themes

namely Institution Building & Livelihood (IB&L), Human Resource Management (HRM),

Financial Inclusion (FI), Livelihoods & Marketing (L&M), Skill & Placement (S&P),

Monitoring & Evaluation (M&E), Management of Information System (MIS) & Financial

Management (FM). The SMMU may have other thematic units like Communication and

Knowledge Management and other Systems units namely Procurement etc. based on the need

and requirement. The SMMU plans for the implementation (State Perspective and

Implementation Plans [SPIP] and Annual Action Plans [AAP]) of NRLM in the state. It also

provides technical guidance to the DMMU) and BMMU.

Phasing of SMMU HR Structure

Govt. Staff Y1 & Y2 Y3 to Y5 Y6 to Y10 Y11 to Y13

CEO 1 1 1 1

Addl. CEO 1 1 1 1

COO 0 1 1 1

Sub-total 2 3 3 3

Professional Staffs

SMMs 4 5 5 5

PMs 3 4 4 4

APMs 1 2 5 5

Sub-total 8 11 14 14

Total 10 14 17 17

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The District Mission Management Unit (DMMU) would be headed by the District Mission Manager (DMM). The DMMU team would consist of District

Coordinator (DCs), MIS Assistant & Accountant.

District Mission Manager (DMM)

DC- Skill & Placement DC- Financial Inclusion DC- Livelihood & Marketing

DC- Institution Building &

Capacity Building

Accountant

1 MIS assistant

2 Office Assistant

3 Office Attendant

1 Accounts Assistant

TRLM HR Manual 10

The BMMU would consist of a Block Mission Manager (BMM). The state will divide every block into 4-7 clusters depending on the geographical

location, population density, topography, road connectivity etc. Initially in the intensive blocks having more than 2500 households there would be one

Cluster Coordinator (CC) for every cluster, out of which 2 will continue as CCs and the remaining CCs will be shifted as BMCs of new blocks after three

years. BMMU can have one MIS Assistant, one Accountant, one Account Assistant, one Office assistant & two Office attendant also.

Phasing of DMMU – HR

Staff Y1 & Y2 Y3 to Y5 Y6 to Y13

DMM 1 1 1

DC 2 4 4

Support Staff 1 3 8

Sub-Total 4 8 13

Block Mission CoordiNiltor (BMC)

5 Cluster CoordiNiltor MIS Assistant Accountant

Block Mission MaNilger (BMM)

Accounts Assistant

1 MIS assistant

2 Office Assistant

3 Office Attendant

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Phasing of BMMU

Block Unit – HR (6000 HH – 12000HH)

Staff

Y 1 & Y2 Y3 to

Y6

Y7 to

Y10

Y11 to

Y13

Block Mission Manager 1 1 1 1

Block Mission Coordinator 1 1 1 1

Cluster Coordinators (CCs) 5 3 1 1

MIS Assistant 1 1 1 1

Accountant 1 1 1 1

Office Attendant 1 2 1 -

Sub-Total 10 9 6 5

Block Unit – HR (12000 HH+)

Staff

Y 1 &

Y2

Y3 to Y6 Y7 to Y13 Y11 to Y13

Block Mission Manager 1 1 1 1

CCs 7 4 1 1

MIS Assistant 1 1 1 1

Accountant 1 1 1 1

Office Attendant 1 2 1 -

Sub-Total 11 9 5 4

TRLM may recruit Young Professionals/ NRLM Fellows (YP/NFs) on its rolls

or can offer fellowship to them. They may be placed at the SMMU, DMMU or

BMMU level.

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2.1 Qualifications, Years of Experience and likely Numbers:

Level Qualification

Years of

Experie

nce

Total

Numbers


Chief Executive Officer 1

Addl. CEO/Addl. CEO (Program

Functions)

TCS/TFS Officer 10+

years

1

State Mission Managers Post-Graduate degree 3+ years 4

Programme Managers Post-Graduate degree 2+ years 3

Accounts Officer On deputation 5+ years 1

Young Professionals/APMs Post-Graduate degree < 2

years

5

Documentation Assistant Graduate 0+ years 2

Office Attendant Eighth Pass/ On deputation 0+ years 4


District Mission Manager Post-Graduate degree /

TCS/TFS Officer

2-5+

years

1

District Coordinator Post-Graduate degree 0 years 4

MIS Assistant Graduate/On deputation 0-3+

years

1

Accountant Graduate/On deputation 3+ years 1

Accounts Assistant Graduate/On deputation 0+ year 1

Office Assistant Graduate/On deputation 0+ year 2



Block Mission Manager Post-Graduate degree /On

deputation

11/2+

years

1

Block Mission Coordinator Graduate degree /On

deputation

1+ years 1

Cluster Coordinators Graduate 0+ year 5

MIS Assistant Graduate/On deputation 0-3+

years

1

Accountant Graduate/On deputation 3+ years 1

Accounts Assistant Graduate/On deputation 0+ year 1

Office Assistant Graduate/On deputation 0+ year 1


In addition to the regular staff structure, TRLM may also engage resource

persons on call, assignment based consultants and interns on need basis.

2.2 Categories of Staff which the TRLM would recruit may include:

2.2.1 Staff placed by Government: Government Staff in TRLM includes CEO

who would spearhead the mission in the state. State government may also place the

District Mission Managers (DMMs) & Block Mission Managers (BMMs) in

TRLM.

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2.2.2 Staff on Deputation: TRLM may take the services of existing staff in

Government and other organizations on deputation. They would, however, be

selected competitively.

2.2.3 Staff from Open Market: This category would form the majority.

Professionals with experience and relevant qualifications in NRLM domain can be

recruited. They would be engaged in TRLM program or TRLM system functions.

They would be placed at State, District, Block level based on their qualification and

experience.

2.2.4 Retainer Consultants (RCs): “Retainer Consultant”, would be a competent

individual with proven capability whose services would be used “on part-time”

basis, in different thematic verticals of TRLM. The Retainer Consultant Policy for

TRLM is prepared in line with the Retainer Consultant Policy of NRLM. It is given

in Annexure-I.

2.2.5 Young Professionals/NRLM Fellows (YP/NFs): TRLM shall recruit YP/NF,

young (not more than 30 years) fresh post graduates with experience of not more

than two years, from prestigious academic and training institutes across the country

and outside1 as per requirement.

2.2.6 MIS Assistant/Accounts Officer/Accountants: Human Resource for these

operations would be recruited from open market, deployed from any government

department to provide his/her services to the TRLM.

2.2.7 Resource Persons on Call: State would develop a Pool of Resource Persons

on various themes, both program and systems and/or may also refer to NRLM

NiltioNill Resource Pool. Resource Persons would be engaged on call basis as and

when required on a temporary period (ranging from a day to a few weeks/months).

This pool would include freelancers, professionals working in capacity building

agencies and other development organizations and alumni of NRLM and TRLMs.

This pool is dynamic and would be augmented based on the need and availability of

resource persons from time-to-time.

In line with the emphasis on enhancing communitization of NRLM, TRLM would

seek the services of Community Resource Persons in training, auditing, planning,

monitoring, assessing progress and performance in the blocks and community

institutions, etc.

2.2.8 Interns: TRLM shall engage students, researchers and professional from

diverse disciplines as full time interns, as per availability. TRLM would offer

Internship programme for post-graduate students of development, law, management

and the social sciences, M.Phil/PhD students to complete their research and

dissertation, International scholars from reputed universities and freelancers and/or

professionals on sabbatical leave. Their engagement spans may differ according to

need and availability.

1 All IIMs, all IITs, XLRI, FMS, IRMA, Delhi School of Economics, IIFM, TISS, JNU, XISS, XIMB,

National Law Schools (like NLS, NILLSAR etc.), Delhi School of Social Work and any other P.G

institutions of National eminence; International Institutes of eminence (Like universities of Colombia, John

Hopkins, Howard, Yale, Oxford, London School of Economics etc.)

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2.3 Reporting Relationship

The suggestive Reporting Relationship in a TRLM is presented in the table below:

Position Reporting to


Chief Executive Officer Chairman of Executive Committee

Addl. CEO CEO

State Mission Manager (SMM)- ( IB & L), FI,

HR, M&E & FM

Addl. CEO

Programme Manager (MIS, Livelihood &

Marketing, Skill & Placement)

Respective Functional

Heads/Addl. CEO

Young Professionals/Assistant Programme

Manager

Respective Functional Head

Retainer Consultants CEO

Accounts Officer/Documentation Assistant Functional Head


DMM CEO

DMMU staffs DMM


BMM DMM

BMMU staffs BMM

DMMU is expected to report to SMMU through their unit head i.e. DMM. Similarly,

BMMU would report to DMMU through their unit head i.e BMM.

Also, all the functional anchors at the DMMU and BMMU level report to their unit heads

and also work in close coordination with their functional heads at the state level.

2.4 Delegation of Powers

TRLM, being the implementing arm of NRLM, has a clear Delegation of Powers to

various levels - SMMU, DMMU and BMMU for smooth implementation and quick

response to the demands from the community/field/ground. The implementation led by

CEO is through SMMU, DMMU and BMMU with fair degree of decentralization.

2.4.1 Powers with SMMU

SMMU would establish suitable systems, processes, protocols and mechanisms to

implement the mission in a professional manner. It would deploy resources, monitor and

guide the district and block units in various elements/themes of NRLM from time to time

for implementation of the program.

2.4.2 Powers with DMMU/BMMU

BMMU is the cutting edge unit working with the community and DMMU works with the

BMMUs.

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2.4.3 Administrative Powers

Keeping this in perspective, Delegation of Administrative Powers are decentralised largely

to DMMs and BMMs, for improved operational efficiency and responsive implementation

in the field. This also provides power and responsibility at the same level.

Detailed Administrative Delegation is as shown in Annexure II.

3.0 Recruitment and Selection Process

Staff recruitment at all levels would be carried out in a phased manner, as per the progress

of the mission. The staff members would be duly inducted and immersed in NRLM

processes, values and philosophy. State would follow the principles of equal opportunity in

relation to caste, creed and gender. It would ensure that a transparent selection process is in

place at all levels.

3.1 Selection Criteria

The candidates must be selected on the basis of merit and relevant experience, keeping the

desired competency requirements in view. The staff would be recruited against a Job

Description elaborating on the work domain, roles, responsibilities and functions of the

recruited individual.

Recruited Staff should have an attitude to service the poor and a pro-poor facilitative

orientation. S/He is expected to have domain knowledge about poverty, development

principles, strategies, knowledge of successful interventions, various actors in

development, their roles and limitations etc., if s/he has been recruited for a program

function. Other desirable skills in any candidate would be leadership skills, mobilization

skills, communication skills, training, presentation skills, etc.

TRLM would follow the principle of gender equity in selection of its staff. Further, persons

with disabilities and from ST/SC community would be given special focus during the

selection.

3.2 Selection Methods

TRLM can recruit the staff by either of the following methods:

3.2.1 Engaging Staff from Open Market

The TRLM shall employ various techniques such as written tests, theme-specific (Subject

Knowledge) tests, Personal Interview, group discussion etc. to determine the competency

of the candidates. The TRLM shall set up a appropriate selection committees for carrying

out the process.

Applications can be invited from open market through advertisement. The applications

shall be screened and the candidates satisfying the selection criteria would be shortlisted

for the next round of selection. Shortlisted candidates shall undergo a standard process for

selection, which shall be administered by the trained and experienced recruiters’ panel.

3.2.2 Engaging Staff on Deputation (Fitment)

The appointment of staffs from Government Departments/ PSU/ Banks on deputation shall

be in accordance with the terms and conditions stipulated by the State Government/ PSU/

Banks.

The CEO and all other staff on deputation will be appointed by the State Government.

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3.2.2.1 Fitment: The staff taken on deputation from government department must be

properly ‘fitted’ into the TRLM. In order to ensure that the available human resources are

fitted in a manner that their existing competency matches with the roles they are being

fitted into. Once appointed, the deputed staff would be governed by the rules and

regulations of TRLM. Their detailed terms of engagement with TRLM would be chalked

out. On completion of contract, the staff on deputation would revert to their parent cadre.

The fitment process for all staffs working under TRLM is as elaborated in Annexure III.

3.2.3 Engaging Staff through Campus Recruitment

The TRLM could also go for campus recruitment (placement) for Young Professionals

(YP)/NRLM Fellow (NF). The selection methodology explained above can also be used

for recruiting NF/YPs.

3.3 Dis-engagement

All staff would be subject to de-selection. Any staff member who is found not adhering to

or violating any of the NRLM Core Values and Non-negotiating principles, s/he is dis-

engaged forthwith. If s/he does not display minimum level of learning during the induction

period and/or performance during the induction period is not satisfactory, s/he would be

dis-engaged forthwith. Further, dis-engagement may also be caused by not satisfactory

performance during probation or by not satisfactory annual performance.

3.4 Probation Period

Probation period of a new entrant at all levels would be 6 months. On completion of 6

months, the performance of the new staff for their probation period would be evaluated.

On the basis of the evaluation of probation period, if the performance is not found

satisfactory then the candidate’s contract can be immediately terminated. If the

performance during the probation period is moderately satisfactory, then the period may be

extended for another 3-6 months. Further, if the performance is not satisfactory after the

extended period, the service would be terminated with immediate effect and no more

extension would be considered.

3.5 Staff Appointment and Contract

The recruitment and selection of staff in TRLM in general would be on a fixed tenure

basis. All such appointments would follow the Recruitment and Selection Policy of TRLM.

In general, all staff engaged on fixed tenure basis would have eleven months tenure. The

staffs will be re-engaged after giving one day break subject to satisfactory annual

Performance Appraisal. Other terms of contract include:

All fixed tenure staff would be transferable as per the needs of TRLM.

The contract of Fixed Tenure Staff may be terminated upon unsatisfactory

performance (as per Performance Appraisal) or, terminated due to disciplinary

action or may end voluntarily (resignation) by the staff.

For other staff, the terms and conditions of work and conduct would be defined in the

contract.

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4.0 Remuneration Package

Indicative remuneration payable to each level in TRLM2 can be seen in the table below.

The final decision of the remuneration is at the discretion of the approval of the State Govt.

As per the norms of NRLM, the professionals implementing the programme have to work

with the poorest of the poor throughout the year till each poor family comes out of poverty.

During this programme tenure, the professionals will have to stay & live along with poor

with full dedication and empathy.

There is a provision for re-engagement after giving 1 (one) day break on completion of the

tenure of engagement subject to satisfactory performance of the incumbent. However, the

incumbent shall be entitled to 3% enhancement of remuneration on completion of every 12

(twelve) months of engagement in TRLM, notwithstanding the 1 (one) day break given to

the incumbent. All the statutory requirements applicable in the context of remuneration

structure would be duly met with. Hence, the remuneration would be paid subject to

deduction of relevant taxes.

Staff placed by Government would be paid as per the prevailing Government norms

applicable to them. Remuneration for staff on deputation would be as per their fitment –

To encourage the staff to join the TRLM and contribute to the mission, EC of the

state may decide to give them suitable deputation allowance beyond their existing

pay as an incentive for the candidate. Best fit may be given a deputation allowance

2 This structure protects all who were recruited before the implementation of the new norms.

Position Remuneration per month

State Mission Management Unit

Chief Executive Officer As per LPC

Addl. CEO As per LPC

State Mission Manager Rs. 40,000

Programme Manager Rs. 30,000

Financial Inclusion Coordinator Rs. 30,000

Accounts Officer Rs. 30,000

Assistant Programme Manager (APM) Rs. 18,000

Retainer Consultants (per day basis) Rs. 5,000-15,000

Documentation Assistant Rs. 10,000

Office Attendant Rs. 7,500

District Mission Management Unit

District Mission Manager As per LPC

District Coordinators Rs. 22,000

MIS Assistant Rs. 15,000/As per LPC

Accountant Rs. 15,000/ As per LPC


Block Mission Management Unit

Block Mission Manager As per LPC

Block Mission Coordinator Rs. 18,000/ As per LPC

Cluster Coordinators Rs. 13,000

Accountant Rs. 15,000/ As per LPC

MIS Assistant Rs. 15,000/ As per LPC


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based on his/her present remuneration package, whereas the moderately fit

candidates at the same level may be given 50% of what best-fit candidates receive

as deputation allowance. The least fit would be given no deputation allowance.

The TRLM would avail the services of support staff like Personal Secretary, data entry

operator, Accounts Assistance, Office Maintenance Staff, Pantry Staff etc. Services of

support staff could be hired through agency and salary can be fixed keeping in view of

existing salary in similar type of organizations/minimum wages structure. Their

remuneration structure would include Provident Fund in addition to the salary.

4.1 Entitlements

4.1.1. TA/DA Entitlements :

This will be issued separately.

4.1.2 Transfer Entitlements:

Only in case of transfer made, to a place which is more than 20 km away from

current place of posting, by TRLM to serve public interests, the employee shall be

entitled to the following type of reimbursements for relocation of personal

belongings as per the table given below:

DC/BMC Upto a maximum of Rs. 6,000/- or actual costs

incurred, whichever is lower.

MIS

Assistant/Accountant/Account

Assistant/CC

Upto a maximum of 4,000/- or actual costs incurred,

whichever is lower.

Office Attendant Upto a maximum of Rs. 2000/- or actual costs

incurred, whichever is lower.

4.1.4 Other entitlements:

TRLM would provide following entitlements to staff –

Category CEO/Addl.

CEO/SMM/DMM

PM/FIC/YP/DC/BMM/

Accounts Officer

BMC/Accountant/

CC/MIS Assistant

Reimbursement for

Self-

learning/Newspaper/

Magazine /Books, etc.

Rs.500 pm Rs.300 pm Rs 200 pm

Medical Insurance

Premium (against

proof of

accident/health

insurance)

Premium for policy

upto Rs.7.5lakhs

Premium for policy upto

Rs.6 lakhs

Premium for policy

upto Rs.5 lakhs

Group Accidental

Insurance

Premium for policy

upto Rs.5 lakhs

Premium for policy upto

Rs.5 lakhs

Premium for policy

upto Rs.5lakhs

N.B. Govt. Officials posted in TRLM will not be covered under Medical Insurance &

Group Accidental Insurance.

Festival Grant: It may be paid to the staffs of TRLM as per state norms.

Festival Advance: It may be paid to the staffs of TRLM as per state norms. It shall be

recovered in 10 monthly installments.

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The Tripura TRLM after approval from the State Govt. may review these provisions

and add additional benefits in the future.

4.2 Leaves for Staff on Fixed Tenure

Leaves Days (per contract)

Casual Leave (CL) 11 days

Earned Leave(EL) 27.5 days (@ 2.5 days pm)

Medical Leave 10 days

Compensatory leave Incumbents other than the CEO, Addl. CEO, DMM, BMM, SMM, PM & FIC

would be eligible for this.

Maternity Leave As per State norms

Paternity Leave As per State norms

The following are the rules and regulations of leaves, over and above the holidays declared

as per Govt. of Tripura, which are applicable for all staffs on contract:

Leave cannot be claimed as a matter of right.

The incumbent need prior sanction of leave before proceeding on any leave.

Any period of absence without prior sanction of leave will be treated as

unauthorised absence for which the incumbent may invite disciplinary action

against him/her. No remuneration would be paid for any period of absence without

leave.

Casual Leave cannot be availed more than 5 days at a time.

Medical certificate of illness must be produced for obtaining sanction of leave on

medical ground. Fitness Certificate should be produced during resumption of duty.

However, sanctioning authority may waive production of medical certificate for

sanctioning EL on medical ground for a period of up to 3 days.

The EL credited to an employee over a period of eleven months shall be carried

forward to the next period of engagement in case of non-availing of leave for a

maximum of 60 days for the total period of engagement with the Mission. EL will

be approved for a maximum period of 30 (thirty) days in a year for any reason.

CL cannot be combined with any other kind of leave, whereas other kinds of leave

can be combined with one another.

Holidays falling within the days of CL can be combined with the CL. But holidays

falling between the days of any other kind of leave cannot be combined with that

leave. Only the holidays prefixed and suffixed with the other kind of leave can be

combined with that leave.

Leave sanctioning authority may at his discretion, seek and obtain the opinion of

the standing medical board for deciding upon any application for leave on medical

ground.

Maternity Leave:

All female staff are eligible to avail Maternity Leave upon production

of appropriate medical certificate from a Govt. Medical Officer.

The leave would be considered as leave with pay.

This leave is applicable even in case of a miscarriage, including

abortion – supported by a medical certificate to that regard.

Such leaves will be limited to two occasions subjected to the

maximum number of 2 living children.

20

Paternity Leave:

Male staff may be granted Paternity Leave on production of appropriate

medical certificate of spouse from a Govt. Medical Officer.

Period of leave must contain the date of delivery within it.

Such leave will be limited to two occasions subjected to the

maximum number of 2 living children.

5.0 Capacity Building of the Staff

The TRLM would invest in the training and capacity building of its staff. The capacity

building of the staff is a continuous process to upgrade their skills and knowledge to serve

effectively. The capacity building framework includes induction, thematic and

management trainings to fulfil the requirements of the TRLM. All staff would be equipped

with facilitation/participation and direct training skills, management and leadership

orientation.

Apart from Induction training and refresher training, a Training Needs Assessment

(TNA) would be undertaken periodically and trainings would be commissioned

accordingly.

5.1 Induction

Induction of staff at the state, district, block and sub-block levels is a critical component of

the TRLM’s capacity building framework. The induction would be conducted within the

first six months of the staff coming on board. An experienced person from the TRLM

anchors the induction & other training programmes to ensure that learning occurs and is

ingrained in the participants. TRLM may take support from various Capacity Building

Agencies (CBAs), Management Institutes or resource persons for staff training and

induction. However, the induction is not outsourced completely to the resource

person/agency.

The induction would orient and immerse the staff in NRLM, its philosophy, guiding

principles/values and vision. The induction should focus on four key areas –

Facilitation, Management, Training and Leadership Skills. Management Skills broadly

includes self management, team management, project management and institution

management skills. Even though there would be intensive thematic trainings after

induction whenever there is work demand in the field, there should be some initial learning

on some cross cutting themes during the induction in all the phases. These cross cutting

themes induction need to be given focus throughout all the sessions of training as they are

the basic development themes like Gender, Vulnerability, Social inclusion/Exclusion,

Development professionalism and Rural Livelihoods.

The induction plan would be conducted in a phase wise including both classroom training

and field experience. Field learning would incorporate village immersion visit, exposure

visit to best practice sites, attachment to colleagues from own state or advanced states, etc.

All the participants would have to submit certain deliverable during each phase which the

participants would submit individually or in teams/groups. In addition, they should also

submit their tour diaries, book reviews, etc.

21

5.1.1 Induction Design for the staff at all levels would broadly comprise of the four

phases:

Phase CCs BBMs/District Specialists SMMU/DMMs

(18 weeks) (16 weeks) (14 weeks)

Fieldwork: Village Immersion ); Exposure visit to NRO

I

Understanding the Context - Poverty, Vulnerability & Livelihoods

Classroom Segment (CRS) – 6

days

Classroom Segment (CRS) – 6

days

Classroom Segment

(CRS) – 6 days

Fieldwork: Accompanying CRP rounds; Participatory Assessment

Field Work Segment (FWS) –

6.5 weeks

Field Work Segment (FWS) – 4

weeks

Field Work Segment

(FWS) – 2 weeks

II

Understanding Institutions and Beyond

CRS – 10 days CRS – 10 days CRS – 10 days

Fieldwork: Plan for the Poverty Reduction in a village or two

FWS – 4 weeks FWS – 4 weeks FWS – 2 weeks

III

Thematic/Management Orientation


Fieldwork: Attachment to existing DMM/DMM Specialist; Short-term and long-term

Plans for the District/State/Theme

FWS – 4 weeks FWS – 3 weeks FWS – 3 weeks

IV PHASE IV: Planning


5.1.2 Training Modules in each of the phases would broadly include the following:

PHASE I: Understanding the Context - Poverty, Vulnerability & Livelihoods

Introduction to NRLM & NRLM Framework; Identifying NRLM Target Group, PIP Process

Poverty, Vulnerability, Gender and Livelihoods

Understanding self, qualities of a development worker

Team building – cooperation, team work, conflict management, negotiation skills

Poverty, Vulnerability, Gender and Livelihoods

PRA/PLA Tools – introduction to tools

Initiation into Documentation

PHASE II: Understanding Institutions and Beyond

Architecture of Institutions (SHGs, Federations)

Gender and Social Inclusion

SHG: Mobilisation, Group Dynamics, Panchasutra

Financial inclusion beyond savings and credit

SHG: Bookkeeping, Grading, RF, MCP, CIF and Bank Linkages, Interest subvention, VRF

Livelihoods – major livelihoods of the poor, resources, issues; Livelihoods situation analysis

Capacity Building: Community Institutions/Cadres, Local Stakeholders, Convergence and

Partnerships

Leadership – problem solving, decision-making; Team vision, Team Management and Team

Learning

Planning for interventions – feasibility, viability and cost-effectiveness

Participatory Training Methods Overview of Methods and Tools [Module Development,

Planning, Case Studies, Games, Songs, Material, non-verbal communication etc.]

22

PHASE III: Thematic/Management Orientation

Introduction and Scope of themes

Processes at community level – interventions, institutions, community cadres, capacity

building, etc.

Developing Personal and Team Vision

PHASE IV: Planning

Financial Management

MIS, M&L, FM, Community Procurement etc.; ICT and learning

Feasibility, viability, cost-effectiveness of interventions

Planning for Poverty Reduction, Planning for Interventions

Plan for Interventions: Business Plan, proposals, Training Plan, Integrated Plan

Deliverables include Integrated Report on each phase fieldwork and the assignments in the

classwork on self, team, village/area and intervention learning and implementation plans.

During their induction period, assessment is continuous by the induction anchor, apart

from assessing learning and performance by day-to-day assessment methods and scores.

The candidates who display not satisfactory performance during induction would be de-

selected. Also, any person who is not able to follow core values and non-negotiable

principles of NRLM and who is not interested to stay with/be with/work with the poor

would be filtered out during the course of the induction.

5.2 Customized Management Training Programmes would be organized for the CEO,

Addl. CEO, SMMs/SMMU members, District Heads, Block Heads, etc. These

Management Training Programmes help the unit heads to develop the unit visions and

strategise their phasing plans. These Programmes would duly focus on developing their

management, leadership and team building skills.

Each Unit would go through visioning and perspective building process.

5.3 Some of the NRLM Implementation specific training on Programme Issues may be

conducted on need basis. Some of these trainings include -

1. Book keeping, auditing SHGs and Village Organizations

2. Collectivization/VO-management/By-laws

3. CLF management

4. Participatory Identification of Poor

5. Micro-plan preparation

6. Livelihood planning and Livelihood groups management

7. Training on Office Systems, HR, Managerial skills & Soft skills

8. Basic IT, MIS, M&E, Programme Reporting, & Documentation

These trainings would be organized on need basis. Their duration and methodology can

vary depending on the staff requirement and level of training.

6.0 Staff Code of Conduct

TRLM provides enough space for the staff to perform at their best. TRLM would be a

learning organisation and its team would adopt non-hierarchical functioning with collegial

spirit.

TRLM expects its staff to follow the code of conduct for work place hygiene. It expects all

staff to conduct themselves in an honest and ethical manner both in private and public and

23

act in the best interest of the TRLM at all times.

The staff is expected to demonstrate good personal conduct through adherence to the

following:

Avoid Conflict of Interest: Staff should avoid situations in which their personal interest

could conflict with the interest of TRLM (eg. staff actively associated with the

management of, or hold financial interest in any business concern, accepting favours or a

gift for any services rendered by her/him on behalf of the TRLM). Conflict if any, or

potential conflict, must be disclosed to higher management for guidance and action as

appropriate.

Be Transparent & Accountable: Staff should ensure that their actions in the conduct of

business are totally transparent except where the needs of business security dictate

otherwise. All staff shall voluntarily ensure that their activities, with regard to their

conduct, in person and official transactions, are open to audit and follow the highest norms

of accountability.

Maintain Confidentiality: Staff should not disclose or use any confidential information

gained in the course of employment/association with TRLM for personal gain or for the

advantage of any other person. No information either formally or informally shall be

provided to the press, other publicity media or any other external agency except as per

approved policies of TRLM.

Use TRLM Facilities judiciously: Staff should not misuse TRLM facilities. In the use of

such official facilities, care shall be exercised to ensure the same with highest level of

diligence.

Be Gender Sensitive TRLM is committed to a gender friendly and a socially inclusive

workplace, with equal opportunities for men and women without any discrimination. All

Staff are expected to be gender sensitive and adopt non-discriminatory work practices,

through their behaviour, beliefs, values and attitudes mainstreaming gender in the

organization culture.

Be Socially Inclusive: TRLM staff should adopt an inclusive behaviour towards all other

employees irrelevant to their caste, creed, etc. Staff is also expected to be sensitive towards

the differently-abled colleagues, thus, creating a healthy work environment in the

organization.

Have no tolerance to Sexual Harassment: TRLM is committed to a zero tolerance

towards any incident of sexual harassment.

TRLM has a zero tolerance policy towards any incident of sexual harassment. It also has

an open door for reportees and encourages employees to report any harassment concerns

and is responsive to employee complaints about harassment or other unwelcome and

offensive conduct. Grievance Redressal Committees would be extremely sensitive while

handling such grievances.

Do not compromise the interests of TRLM in dealing with other stakeholders: Staff

should ensure that in their dealings with all external agencies, including suppliers, vendors,

partners, etc., TRLM’s interests are never compromised, or else it would be viewed as

serious breach of discipline and would attract disciplinary action.

24

Outside Occupation: An employee shall not engage in any outside remunerative

occupation, except with the permission of TRLM. All voluntary engagements, outside the

realm of employment in TRLM shall be such that it does not lead to any conflict of interest

or adversely affect the employees’ performance in TRLM.

Discipline: TRLM expects its employees to be disciplined,display exemplary professional

conduct and accountability. This is expected to be manifested in words and actions

relating to attendance, timely and professional performance of work, in the management

of funds and assets of the organization and in dealing with the people and stakeholders of

the organization.

Ensure Legal Compliance: All staff should comply fully with all applicable laws and

regulations.

Adhere to Code of Conduct: Any instance of non-adherence to the Code of Conduct/any

other observed unethical behaviour on the part of any staff should be brought to the

attention of the immediate reporting authority/ unit heads. The CEO would be the final

authority to decide on such cases of non-adherence.

7.0 Grievance Redressal

TRLM understands "grievance" as a disagreement or dissatisfaction connected with the

conditions of work perceived to be arising due to a violation of established TRLM policies

and procedures. In the context of the work environment, grievances may be of various

types, such as:

Those related to terms of service and benefits and their interpretations.

Those related to the work environment.

Those relating to interpersonal relationships, discipline and conduct of

colleagues.

Those related to Sexual Harassment. In India, “sexual harassment” is defined as

any unwelcome sexual determined behaviour (whether direct or by implication)

such as

- Physical contact or advances

- A demand or request for sexual favours

- Sexually coloured remarks

- Showing pornography

- Any other unwelcome physical, verbal or non-verbal conduct of a sexual

nature.

- Direct or implied request by any employee for sexual favours in exchange for

actual or promised job benefits such as favourable reviews, salary increases,

promotions, increased benefits or continued employment constitutes sexual

harassment.

Others not falling under the above-mentioned categories.

Note: Grievances arising out of performance appraisal/ disciplinary actions etc.

shall not come under the purview of the Grievance Redressal Policy.

25

Grievance Redressal Committees (GRC) would be set up at Block, District and State levels

to address issues of the staff. The Block GRC would resolve issues at the block and sub-

block levels, whereas the District GRC would tend to matters at the District level. The

GRC would review the merits of the grievance brought to its notice and decide the action

to be taken.

A written statement on the grievance would be submitted to the GRC by the staff. The

GRC would hold and hear both parties of the case and arrive at a conclusion and action to

be taken. If the staff is not satisfied with the resolution proposed, the staff can submit their

complaint to the GRC next in hierarchy. Chairman of TRLM Executive Committee (EC)

would be the final appellate authority to resolve all the grievances. It may appoint a Sub-

Committee of members to resolve any grievance brought to the EC.

There could be a possibility that the GRC may receive an anonymous grievance where the

concerned staff may not want to identify herself / himself. Such anonymous petition would

have to be in writing (email included) for further inquiry under this policy.

In due course of grievance redressal if any GRC finds that the grievance was filed due to

malice or mala fide intentions, the GRC or the nodal GR Officer might, as part of its

Action Taken report, recommend a warning to the staff concerned and recover the costs

incurred if any in connection with the grievance.

8.0 Performance Management System

Performance Management in TRLM aims at:

Enhancing the performance of individuals and teams through a systematic review

of performance;

Enhancing self-esteem of the staff by rewarding performance (in form of increment

& kind) and to bring in a culture of healthy competition to perform; and

Identifying gaps in performance and pave way for future capacity building

Performance review of staff would be conducted twice in a year by the Reporting Officer.

Performance review emphasises on managing and facilitating the processes of performance

planning, measurement, recognition, development and de-selection.

8.1 The Performance Management Process involves communication between both staff

and Reporting Officer in:

Identifying and describing essential job functions and relating them to the mission

and goals of the organization

Developing realistic and appropriate performance standards

Giving and receiving feedback about performance

Writing and communicating constructive performance appraisals

Planning education and development opportunities to sustain, improve or build on

work performance.

Staff member and the Reporting Officer (or the team) would develop clear and simple

Key Result/Performance Areas (KRA) based on the Job Description finalized

during the selection of the staff member. Further, once the KRAs are listed, related

objectively verifiable Key Performance Indicators (KPI) would be developed. KRA

and KPI would be linked with the action plans at State/ District/ Block Levels relevant

26

for the staff member. A professional agency or resource person(s) can be hired for

designing and administering the Performance Appraisal system in the organisation in

consultation with the State level managers and senior leadership.

8.2 Performance Management System in TRLM primarily consists of:

8.2.1 Annual Performance Plan / Target Setting – TRLM Block, District and State Plans

would be translated into individual staff member’s Performance Plan, broken down into

Key Result Areas (KRAs) and Key Performance Indicators (KPIs). This target setting

exercise will be done in the month of February every year.

Broadly the KRAs for the field/cluster and Block teams would focus on ‘action’; KRAs for

the District teams would focus on ‘facilitation’ and handholding; and KRAs for the State

team would focus on ‘guidance’, perspective building and leadership.

Half Yearly Performance Review-It will be conducted every year in the month

of September to assess each employee’s performance against prefixed

performance plans, KRAs & KPIs.

Quarterly Performance Review for newly recruited CCs- During the first year

of contract, each CC will undergo performance appraisal every quarter

conducted by the Reporting Officer.

8.2.4 Performance Scoring

Each KRA (and KPIs within that) would be assigned a weight for overall performance

assessment and the achievement would be graded by the staff member, peer and the

Reporting Officer. Combining all the KRAs, overall grades by staff member themselves,

peer group and the Reporting Officer would be calculated. Then, a final performance

grade for the staff member combining the above mentioned weighted grades would be

arrived at.

8.2.5 Performance Review

Staff members with consistent low Final Grades over a period of two Performance

Reviews would be automatically terminated. Staff members with consistent grades of C &

less would be served notice to improve performance. If similar grades are obtained

subsequently, they should be terminated.

Staff members with consistent higher grades over atleast two cycles would be provided

with non-monetary and/or monetary incentives consistent with the grade. Non-monetary

Incentives would include certificate, trophies, nomination for MDP programmes, etc.

TRLM believes that Performance Management System would go a long way in motivating

the staff to put in their best efforts towards TRLM’s mission and vision of improved

livelihoods of the poor and reduced poverty.

Performance appraisal system for staffs engaged under TRLM is under preparation and

will be incorporated.

27

Annexure I

Retainer Consultant Policy for Tripura Rural Livelihood Mission

1. Introduction 1.1. The Ministry of Rural Development (MoRD) is implementing the National Rural

Livelihoods Mission (NRLM) in all states and UTs in the country. In order to support the

Ministry in roll out and implementation of the NRLM, the Ministry has set up a dedicated

National Mission Management Unit (NMMU), which is housed under MoRD and has a

team of full time professional consultants. The expenditure of this unit is met through the

budget of the World Bank assisted National Rural Livelihoods Project (NRLP). The

NMMU is extensively engaged in supporting the Rural Livelihoods (RL) Division of

MoRD in setting up of national systems and in providing need based technical assistance to

the State Rural Livelihoods Mission (SRLM).

1.2. The Tripura Rural Livelihood Mission Society (TRLMS) was constituted to

implement NRLM in the State. Certain activities required to be undertaken under NRLM

would require very specific and high level of expertise and experience. All such services

may, however, not be required on a full time basis. Therefore, it has become necessary to

strengthen the capacity of State Mission Management Unit (SMMU) by enabling it to hire

part time consultancy services from the market to execute required tasks on time.

1.3. The retainer consultants will be hired on part time basis in different thematic verticals

of NRLM. The basic purpose of this policy is to lay down the principles and procedures for

selection, contracting and monitoring of retainer consultants for TRLM.

1.4. As per the General Finance Rules (GFR) of Government of India "the Ministry or

Departments may hire external professionals, consultancy firms or consultant for a

specific job, which is well defined in terms of content and time frame for its completion or

outsource certain service"(Rule 163). Similarly, the TRLM procurement manual

[reference chapter-3(p10)] also provides option for hiring of services from individual

consultant. The principles and procedures for selection, contracting and monitoring of

retainer consultant defined in this policy are in accordance with the provisions of GFRs

(163 to 177). For TRLM, Retainer Consultants will be hired using Individual Consultant

(IC) method.

2. Definition and Scope for hiring Retainer Consultants

2.1. The term, "Retainer Consultant", is used to indicate a competent individual with

proven capability whose services will be used "on call" basis. This will be required,

particularly in case when duration of service can't be defined or service is required in

different periods.

2.2. For this, payment may be decided on agreed daily rates. The service of such retainer

consultant will be sought particularly when the existing State Mission Management

(SMMU) team (i) is not able to meet the competing demands of the states for a specific

task, or (ii) does not have in-house capacity to execute a specific task, or (iii) there is not

enough work for a person to be taken on a full time basis. The length of service of a

28

retainer consultant, will depend upon the nature of the assignment. For any assignment, it

will not exceed 180 days in a year3.

3. The Selection Criteria for Retainer Consultants

The selection criteria for a retainer consultant will be based broadly on:

• Graduate degree from national/international academic university/institute and having

good academic record;

• High quality experience of extending services to the large sized livelihoods projects

or projects in the banking sector or training institutions or reputed development

agencies/civil society organizations or corporates.

• Substantial length of engagement in delivering quality services in the relevant

field.

4. Likely sources for retainer consultants

4.1. Data bank of potential consultants

It is expected that the universe of potential retainer consultants will most likely be found

within the empanelled list of Resource Persons/Retainer Consultants of NMMU & NIRD.

The data bank will provide a choice for identifying suitable retainer consultants without

any delay. This data bank will be regularly updated by NMMU/NIRD.

In addition, TRLM shall also identify a pool of potential internal state level RPs through a

transparent process which shall be finalised and inducted by TRLM with support from

NIRD/NMMU.

Category Profile

A Consultant should have relevant experience more than 15 years. S/he should have held senior

position or have successfully completed consultancy services in large scale development

projects/program supported/run by the World Bank, UNDP, DFID, NABARD,IFAD, Tata

Trusts or reputed Donors and NGOs. Working or consultancy experience with development

projects/programmes run by Government will be an advantage for the consultant. Consultant

should have acknowledged capacity of handling large scale consultancy services in livelihoods

programmes. Regional experience will be preferred. S/he must have graduate degree/diploma

in any discipline from recognised academic institution.

B Consultant should have relevant experience5between 10 to 15 years. S/he should have held

responsible position or have successfully completed consultancy services in development

projects/program supported/run by the reputed NGOs/Government/ the World

Bank/UNDP/DFID/NABARD/IFAD/Tata Trusts/reputed Donors. Consultant should have

acknowledged capacity of handling consultancy services in livelihoods programmes. Regional

experience will be preferred. S/he must have graduate degree/diploma in any discipline from

recognised academic institution.

C Consultant should have relevant experience6 between 5-10 years. S/he should have worked for

development projects/program run by Government/Donors/NGOs of national repute. S/he must

have graduate degree/diploma in any discipline from recognised academic institution.

4.2. Expression of Interest

In case, the estimated cost of an assignment is above Rs. 25 lakh, in addition to (4.1) above, an enquiry will be made through seeking "Expression of Interest (EOI)"- consisting of consultant's latest CVs and an 'Application' which should highlight their competency against the advertised position/s. This will be done through publishing a related

:

29

advertisement in at least one national & one state level/local daily newspaper and the Ministry's & SRLM’s website. Enquiry for seeking EOI should include in brief, the broad scope of work, to be finalised in consultation with NMMU eligibility and pre-qualification criteria to be met by the consultant(s) and consultant's past experience in similar work. While doing so, consultants may also be asked to send their comments on the scope of work. For submission of EOI, at least 15 days' time will be allowed.

5. The Procedure for Selection of Retainer Consultant

The selection of a retainer consultant will follow a transparent and sequential process. This will be as follows:

5.1.Identification of work/service required and preparation of ToR

The first process will be to identify the work or service to be performed by the consultant.

The thematic expert of the SMMU will assess the requirement of the consultant/s and

accordingly forward the request to the Chief Executive Officer (CEO) with justification.

After obtaining approval from the CEO, the concerned thematic expert will prepare a

ToR4. Besides other necessary contents, the ToR must include profile of the consultant;

estimated service days and cost of the assignment.

The ToR will be circulated among SMMU/NMMU team for feedback and comments. For

inviting comments, a maximum of 7 days will be allowed. After this, all feedback received

will be assessed by the thematic expert, handling the ToR. S/he will incorporate them as

found suitable. Within next two days, the ToR will be finalised and the same will be put up

for necessary approval from the CEO. The CEO will approve this ToR within 3 days.

5.2.Shortlisting of consultant

After approval of ToR by the CEO, the thematic expert will follow any of the following

methods for shortlisting of potential consultant.

a. If the assignment is estimated within Rs. 25 lakh, shortlisting of minimum 3 CVs

of the consultants, suitable for the estimated task, from the existing databank of

CVs of empanelled Resource Persons.

b. Where the assignment is estimated more than Rs. 25 lakh, preparing EOI and

floating the same through advertisement. Based on response received, those

consultants will be shortlisted who meet the requirements as advertised. As GFR

169 suggests, the number of shortlisted consultants should not be less than three.

5.3. Selection of consultant

There will be a Consultant Selection Committee in SMMU that will lead the selection

process of the required retainer consultant. The Committee will be headed by the CEO and

its members will include Additional Secretary, Deputy Secretary (F) and minimum 3 other

members of SMMU. The CEO will finalise names of the Selection Committee members

for a consultancy assignment while approving the related ToRs. The committee may

involve NMMU for selection of Retainer Consultants as per requirement. This committee ToR should include: (1) Background of the assignment and need for the consultancy service (2) Purpose/Objective of the assignment (3) Scope of Work for the assignment (4) Expected Input from the consultant (5) Time duration (if required) and schedule for completing the assignment (6) Key deliverables and reports required from the consultant (7) terms of engagement, including place of posting, travel, reporting, termination, obligation and necessary compliances

30

will screen the profile of shortlisted consultants and evaluate their experience. For this

purpose, the Committee will develop sub criteria as required. After this, the selection

committee will hold an interview with shortlisted candidates and select one final consultant

in order of merit. The selection committee may hold the interview electronically (on

phone/skype etc) if required in the case of outstation consultants and the proceedings shall

be duly recorded. .In case the selected consultant doesn't turn up, the next person in order

of merit may be selected for the assignment.

6. The suggested profile for Retainer Consultants

There might be different tasks with varied complexities which have to be performed by the

retainer consultants. Depth of capacity required for one task may not necessarily be

required for another task. Therefore, to maintain the quality and efficiency in the

assignment, selection process should thoroughly look into the capacity of consultants and

accordingly consider them for assigning the task.

Considering the above, three categories of retainer consultant will be required in SMMU.

For each of them, there requires a minimum profile which will be the base for shortlisting

of the consultants before final selection. The said categories and related profile of retainer

consultant are given as below.

7. The Compensation for the Retainer Consultants

Based on the compensation mentioned in the retainer consultant policy of NMMU and

considering the inflation till the date, the SMMU is proposing following rates (in ranges)

for hiring retainer consultant as and when required for a maximum of 15 days in a month.

• For A category - Above Rs. l,00,00o to 1,50,000 in a month or Rs. 6,668/day to Rs. 10,000/day

• For B category - Above Rs. 75,000 to 1,00,000 in a month or Rs. 5,001/day to Rs.

6,667/day <,

• For C category - Rs. 40,000 to 75000 in a month or Rs. 2,667/day to Rs. 5,000/day

The final rate will be negotiated by the CEO before final selection of the consultant. These rate ranges will be further revised annually based on market trends.

In addition to above, facilities (Travel, communication, office space) are also provided as per the SMMU norms.

Outstation Travel outside the state:

Category TA (travel) DA (food and

related)

Lodging –

Actual Bills

Local Travel

- Actual Bills

Retainer

Consultant

Air Fare – Economy Class or II AC

sleeper or Luxury Bus/ AC Taxi.

(For outstation travel –Air fare up

to Kolkata is permissible for all

levels of staff and Distance up to

500 km from Guwahati or Kolkata

onwards should be travelled by

train, else air fare should be

provided)

Reimbursable

on actual, the

expenditure

should not

exceed

Rs.1,000;

upto Rs.250 on

self-

declaration

(without bills)

Upper limit of

Rs.3,000/day;

Based on

actual, up to

Rs.1500

31

Outstation Travel inside the state:

Category Travelling Allowance Lodging charges subject to

max. of (Rs./day)

DA-food and related

(Rs./Day)

Capital City

(C)

Other

(O)

C O

Retainer

Consultant

Hiring of AC Vehicle / Office

Vehicle

Reimbursable

on actual, the

expenditure

should not

exceed

Rs.1,500

Reimbursable

on actual, the

expenditure

should not

exceed

Rs.1,000

Reimbursable

on actual, the

expenditure

should not

exceed

Rs.800

Reimbursable

on actual, the

expenditure

should not

exceed

Rs.600

8. Review and Monitoring of the Retainer Consultants

The SMMU will be involved throughout in the conduct of consultancy. It will continuously

monitor the performance of the consultant (s) so that outputs should be there in line with

the objectives as set for the assignment. Therefore, the selected consultant will work in

close liaison with SMMU and report to the CEO or designated officer. The CEO will

review the performance of the consultant based on outputs agreed upon. The consultant has

to ensure that committed deliverables are produced on time with quality. An incomplete

assignment will lead to nonpayment of consultancy fee or recovery of already paid amount

on discretion of the CEO.

9. Administration of Retainer Consultants

SMMU will have responsibility to issue the contract and route all payments as well as

reimbursement to the retainer consultants. A performance monitoring system will be

developed by SMMU for tracking outputs for making any payment to the retainer

consultant.

32

Annexure-II

Administrative Powers: Delegation

Administrative Powers at the State, District and block have been illustrated in the

following tables:

Terms used Represents

Head of Mission Chief Executive Officer

Head of Office – State Addl. Chief Executive Officer

Head of Office – District District Mission Manager

Head of Office – Block Block Mission Manager

Delegation of powers – Administrative

Sl

No.

Nature of power Authority to whom

the power is delegated

Extent of power

delegated

1 To invite resource person for Mission

work /for Meeting/ Discussion/

Technical Assistance

CEO Full power

Head of Office-SMMU Nil

Head of Office-DMMU Nil

Head of Office-BMMU Nil

2

To accord administrative approval

and financial sanction for Studies,

Research & Survey etc.

Chairperson of

EC/Govt. in R.D.Dept.

Full power

CEO Nil




3 To accord administrative approval

and financial sanction for IEC/

Communication materials and

knowledge products including

developing and printing

CEO

Full power subject

to provision of

budget

Head of Office-State Up to ` 1.00lakh

subject to provision

of budget Head of Office-District Nil

Head of Office-Block Nil


and financial sanction for Preparation

of Annual Work Plan, Micro

Planning, Perspective Plan

CEO Full power





and financial sanction for expenses

on Mission visit, monitoring &

supervision, reporting &

documentation

CEO Full power




6 To appoint to a sanctioned post on

contractual appointment

CEO Full power




7 To place services of officials of other

departments to TRLM

State Govt. Full power

CEO Nil




33

Sl

No.



Extent of power

delegated

8 Suspension of staff appointed on

contract

CEO Full power





and financial sanction for

engagement of resource persons

CEO Full power




10 Hiring of office accommodation CEO Full power




11 Sanction of leave CEO Full power

Head of Office-SMMU Full power within

State for all types of

leave and EL up to

25 days

Head of Office-DMMU Full power within

district for all types

of leave and EL up

to 20 days

Head of Office-BMMU Full power within

the block for all

types of leave and

EL up to 15 days

12 Disciplinary action for Mission staff CEO Full power for the

contractual staff

Head of Office-State Nil

Head of Office-District Nil


13 Appellate Authority Secretary, R.D.

Department

Full power for the

contractual staff

CEO Nil





14 To sanction for sale off/write-off of

unserviceable materials/dead stocks/

theft

CEO Full power





and financial sanction for attending

meeting etc. outside State

CEO Full power

Head of Office-State Upto Rs. 5.00 Lakh

in each case



16 Any other activities not covered

above

State Executive

Committee of District

34

Sl

No.



Extent of power

delegated

Block TRLM

Annexure III

Fitment of staff on Deputation

Following methodology can be adopted for effective and efficient fitment of the

Government Staff taken on board for the NRLM programme.

Competency Mapping and Assessment: This would be done through mapping the

demands in each role and match them with individuals for success in performing the role.

Each staff would be assessed on the basis of (i) Knowledge; (ii) Attitude; (iii) Skills; and

(iv) Values. The process of competency mapping would begin with mapping the

competencies required for each role. Position wise required competency and skills would

be mapped and a list of skills and attitude required to perform the defined and expected

role and job would be listed.

Knowledge Assessment: The subject wise knowledge of the staff would be tested through a

written exam.

Attitude Assessment: Given the context and Nature of TRLM goals, a person with attitude

that reflects team work, proactiveness, openness, rigor etc is required. Therefore, attitude

would be assessed through a psychometric test which would also help us to understand a

personality and behaviour of the person.

Skills Assessment: Skills of the candidate would include presentation, communication and

training skills, etc. They would be scored based on the tasks assigned to them. These tasks

would include group discussion, presentation, report writing, etc.

Values Assessment: Candidates may also be assessed for their values, as it is one of the

most important criterions to work with the poor. Sensitivity, humility, honesty, etc can be

assessed based on a psychometric test. They may also be asked to stay with the community

and assessed during this phase.

TRLM may assign desirable weightages to each test component and hence calculate a

cumulative score.

Categorization and Fitment of Staff: On completion of the above and declaration of

results, selected staff would be grouped into three categories:

o Best fit: Staff scoring 80% or above marks

o Moderately fit: Staff scoring above 60% but less than 80% marks

o Least fit: Staff scoring above 40% but less than 60% marks. Staff scoring less than

40% marks would not be engaged at all.

35

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Tripura Rural Livelihood Mission Society · 2017-06-06 · 3.0 Recruitment and Selection Process...

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