Good Governance is critical to development of Indian Economy. Campetency and Capacity Development of Civil Servants is a fundamental requirement for the same. Stress has to be laid on Four Pillars of Good Governance-- Ethos, Ethics, Equity & Efficiency

1. By
Dr Satyanarayana Dash,IAS (Retd.)
Ex- Acting Chairman, OAT and Ex-Secretary (Heavy Industry),
Government of India

2.  Good Governance is a set of normative principles,
administrative reforms measures for
standardization of service delivery for the
citizens and improve government and its
instrumentalities to cater to the basic needs of
the citizens in an efficient and effective manner
 Prof Harlan Cleveland who used the word
“Governance” as alternative to “Public
Administration” states that Organizations will not
be Hierarchical Pyramids but interlaced webs of
tension where control is loose, power diffused
and centers of decision plural

3.  “Decision making” will become multilateral
brokerage both inside and outside the
organization, which thinks it has
responsibility of making/announcing the
decision
 Organizations will tend to be horizontal and
likely to be more collegial, consensual and
consultative
 Governance may have several contexts–
National Governance, Corporate Governance,
International Governance or Local Governance

4.  Good Governance --- “----- among other
things participatory, transparent and
accountable. It is also effective & equitable.
And it promotes Rule of Law.”– UNDP
 It-- ---” encompasses the role of Public
Authorities in establishing the environment in
which economic operators function and in
determining the distribution of benefits as
well as the relationship between the ruler and
the ruled.”--- OECD

5.  Good Governance---- “ is epitomized by predictable,
open and enlightened policy making; a bureaucracy
imbued with a professional ethos; an executive arm
of Government accountable for its actions; and a
strong Civil Society participating in Public Affairs; and
all behaving under the Rule of Law.”-----World Bank
 Emphasis is given on “governance” by International
Organizations like World Bank, IMF, OECD, ADB,
USAID in extending Loans/Assistance/Funding to
various countries since 1980s
 Problems of Governance in Sub-Saharan African
Countries plagued by Corruption & Mismanagement
led to World Bank & IMF insisting on Good
Governance

6.  “Governance is the manner in which Power is
exercised in the management of Country’s
Economic & Social Resources for
Development.”---- World Bank
 “ In the happiness of his subjects lies his
happiness, in their welfare his welfare;
whatever pleases himself, he does not
consider as good, but whatever pleases his
subjects, he considers as good.”--- Kautilya
in “Arthashastra”

7.  (1) Accountability : Governmental
Institutions/Private Sector/Civil Society
Organizations must be accountable to
Public/Institutional Stakeholders. In general
an Organization is accountable to those who
will be affected by its decisions/actions.
Accountability cannot be enforced without
Transparency or Rule of Law.

8. (2) Transparency: Decisions are taken
following Rules/Regulations and guidelines
and not arbitrarily .It also means that the
information is freely available and directly
accessible to all who will be affected by such
decisions and their enforcement, may be on
the website. Enough information is provided
in easily understandable form and in media .
There is no secrecy or hiding of any
information

9. (3) Responsiveness: Institutions and Processes
try to serve all stakeholders within a
reasonable time frame . Justice delayed is
justice denied
(4) Equity & Inclusiveness: Society’s well being
depends on all its members who have a stake
and some groups should not feel excluded
from the mainstream of society. Most
vulnerable Groups should have opportunities
to improve or maintain their well being

10. (5) Rule of Law: Good Governance requires Legal
Frameworks which can be enforced impartially . It
requires full protection of Human Rights of most
vulnerable groups, weaker sections of
society/minorities . It requires an Independent
Judiciary and an impartial/incorruptible Police Force
(6) Participation: Participation of men & women in
Decision making process directly or through
representatives/legitimate intermediary institutions.
Concerns of most vulnerable groups should be taken
into account in decision making. Participation should
be informed and organized . There should be full
freedom of association and expression.

11. (7) Effectiveness & Efficiency : Processes & Institutions
must produce results that meets the needs of Society
by best use of resources at their disposal . There
should be sustainable use of natural Resources and
the Protection of the Environment
(8) Consensus Oriented: There should be mediation of
different interests in Society to reach a broad
consensus in the best interests of the whole
community. It requires a broad and long term
perspective on what is needed for sustainable Human
Development and the path to achieve those goals.
Understanding of the Historical Cultural and Social
Contexts of a given Society or Community is
essential.

12.  Sevottam (Seva+Uttam) is a Service Delivery
Excellence Model which provides an assessment-
improvement framework to bring about excellence in
Public Service Delivery
 Sevottam Model has got three components:-
(1) Preparation of Effective Citizens’ Charter. Citizens’
Charter publicly declare the information on Citizens’
Entitlements, thereby making Citizens better
informed and hence empowering them to demand
better services. For example, the time taken to render
different services to Public could be displayed on the
Notice Boards. Right to Public Services Act, Odisha
(RPSA Act) has brought in about 394 different
services of various Departments under its purview.

13. (2) Public Grievance Redressal
(PGR)Mechanisms: This system provides for
Redressal of Grievances of Citizens who are
not satisfied with the Level/Quality of the
Service. The RPS Act provides for
Appellate/Revisional Authorities and
imposition of fines on the officers for their
lapses. Hence Citizens will be more satisfied
now because their grievances are heard.

14. (3) Excellence in Service Delivery: An
Organization can have an excellent
Performance in Service Delivery only if it is
effectively and efficiently managing well the
key ingredients for Good Service Delivery and
building its own capacity to continuously
improve Service Delivery. There is need for
review/monitoring the mechanisms of Service
Delivery to see that the Citizens are fully
satisfied.

15.  It requires Change in mindset within
Government from administration & control to
service & enablement
 It requires systematic initiatives for
sustainable improvements in Service Delivery
 The Organizations should undertake a
systematic, credible and authenticated self
assessment or Gap Analysis for Citizen
centric Service Delivery. Practical Solutions
are incorporated into the Day to Day routine
of the Organizations

16.  Sevottam Model of Service Delivery was
recommended in the Second Administrative
Reforms Committee Recommendations
 Excellence & Fairness, a Publication of June
2008 sets out a vision of World Class Public
Services achieved by (i) Empowering Citizens
(ii) Enhancing Professionalism and (iii)
Government Playing a more Strategic Role

17.  Excellence & Fairness in Service Delivery is being
promoted by:-
(i) Empowerment of the Citizens by giving greater
power to people to control services. This
includes devolution of power to local bodies
(ii) New Professionalism : Professionals & Frontline
staff across all Public Services respond to the
needs of the Public and become accountable to
them. Model implemented in Indian Post &
Passport Services in Passport Seva Kendras.

18. (iii) Strategic Leadership: Government provides
Strategic Leadership and sets a Clear Vision
instead of micromanaging matters
The Sevottam Model of Service Delivery is
like a Total Quality Management (TQM)
Framework applicable to the activities of
Public Service Delivery Organizations at the
point of interface with service recipients. The
Framework is a tool in the hands of
implementing organizations

19.  This Model draws from the Principles of IS
15700:2005, the Sevottam Model and
Customer Service Excellence Model of UK
 The IS 15700:2005 of the Bureau of Indian
Standards is an Indian Standard for Quality
Management Systems . It stipulates that a
Quality Management System helps an
Organization to build systems which enables
it to provide Quality Service consistently and
is not a substitute for Service Standards

20.  Step 1: Define Services and Identify your
Clients: Any Legitimate Expectation of a
Citizen should be included in the term
‘Service’. Even Enforcement Departments like
Police & Customs render service and they
should render the services efficiently.
Defining Services rendered by a Department
brings clarity relating to what they do &
mission of the Organization. Similarly Clients
of the Department must be identified &
categorized.

21.  Step 2: Set Standards & Norms for Each Service:
Setting Standards for each service is based on the
Principle of “What gets measured, gets done.”
Hence Standards should be fixed for each service
after getting inputs from clients about their
expectations and organizations’ capability. These
Standards should be realistic and achievable. For
example, a Tahsildar may fix four weeks time to
issue a Caste Certificate . These Standards form
part of Citizens’ Charter of the Department.

22.  Step 3: Develop the Capability to meet such
Standards: The Organization should have
capability to meet the Standards and these
must be upgraded from time to time.
Capacity of staff to meet such standards must
be built up by not only by conventional
training, but by imbibing right values,
developing a Customer centric culture within
the Organization and raising the motivation
and morale of the staff.

23.  Step 4: Perform to achieve the Standards:
Internal mechanisms should be set up to
ensure that each individual unit/person in the
organization performs to achieve his targets
to meet the standards fixed. For this, there is
necessity to have a sound Performance
Management System to guide individual
performance to meet organizational goals.
System of incentives could be thought of for
those meeting the standards

24.  Step 5: Monitor Performance against set
standards: Organization should develop a
monitoring mechanism to ensure that
commitments regarding Quality/Level of
Services are kept up . There should be
Automatic Signaling Mechanism where there
is breach of committed standard . Corrective
Measures should be taken continuously till
the system stabilizes . There should be a
system of rewards and punishments to the
staff meeting or not meeting the targets.

25.  Step 6: Evaluate Impact through an Independent
Mechanism: Evaluation of the system should be
done by an independent agency for objective and
impartial assessment. Such Evaluation could be
done through random surveys, Citizens’ Report
Cards, Feedback from Citizens during
interactions or study by a Professional Body. This
will bring out the Citizen centricity of the
Organizations and become input for continuous
review of the system. It will highlight areas of
deficiency in service requiring further
improvement.

26.  Step 7: Continuous Improvement based on
Monitoring & Evaluation: Improvements in the
Quality of Services is a continuous process. With
rising aspirations of the Citizens, new services
have to be introduced based on Monitoring &
Evaluation. Standards may have to be revised and
internal capability and systems would require
continuous upgradation . ARC has
recommended adoption of the above Model by
Central & State Governments to make the same
mandatory for all Public Service Organizations.

27.  Competencies are those underlying
characteristics of an employee--- motive,
trait, skills, aspects of one’s social image,
social role or a body of knowledge which can
result in effective and/or superior
performance in a job or role.
 This can be picturized as an iceberg partly
submerged in water, with Skills & Knowledge
visible on top of water, while qualities
relating to Social Role, Self Image, Traits and
Motives lying submerged

28.  The Competency Dictionary can be utilized by
the Departments/Ministries/Training
Institutions for various Human Resource
Functions including Capacity Development of
Civil Servants.
 Competency Framework for Civil Services
stands on four pillars of Good Governance &
Citizen Centric Administration – (i) Ethos (ii)
Ethics (iii) Equity and (iv) Efficiency

29.  Ethos: Citizen centric and inclusive, promotes
Public Good and long term interests of the
nation. The Definition of Ethos consists of the
following:
(1) People First: Serving people with special care
for Marginalized Sections by being
approachable, welcoming, caring and rising
above bias

30. (2) Strategic Thinking : Understand the
Dynamic, internal and external environment
and its impact. Respond to opportunities &
challenges for betterment of Society
(3) Organizational Awareness : Understanding
Organization’s mandate, structure, policies &
processes, formal & informal structures,
power dynamics & constraints.

31. (4) Commitment to the Organization:
Understands needs/goals of the Organization
and aligns his behaviors and interests
accordingly
(5) Leading Others: Ability to engage, energize
and enable the team to excel
On the whole competency in Ethos requires the
Civil Servant to understand the external and
internal dynamics of the Organization and
aligning his interests for best performance of
the Organization & Society

32. Competency on Ethics demonstrates
Integrity, Transparency, Openness & Fairness.
The components of this Competency are:-
(1) Integrity: Consistent Open, Fair and
Transparent Behavior, honors one’s
commitments and upholds Public Service
Values
(2) Self- confidence: Belief in one’s ability to
accomplish a task and confidence in
handling challenging circumstances without
being arrogant or boastful

33. (3) Attention to Detail: Thorough & Meticulous
in discharging one’s duty and complying with
Rules, Procedures , Guidelines & Standards.
Makes In depth Study and reduces
uncertainties & Errors
(4) Takes Accountability: Takes ownership of
outcomes, whether success or failure, while
addressing performance issues fairly and
promptly
On the whole this requires honesty, fairness
& openness.

34.  Equity means treating all Citizens alike, ensuring
justice to all with empathy for weaker & marginal
sections of the Society. Various Components of
this Competency are:-
(1) Consultation & Consensus Building: Identify all
stakeholders and influencers of the Organization,
take their views through formal and informal
channels, build consensus through dialogue,
persuasion, reconciliation of diverse interests
and have trusting relationships

35. (2) Decision Making: Taking timely decisions basing on
all relevant factors, tasks, goals, risks and conflicting
view points. Being aware of the constraints
(3) Empathy: To be able to accurately assess and
understand the thoughts, feelings and concerns of
others, even when these are not made explicit.
Understanding Body Language helps in the process.
(4) Delegation: Delegates Responsibility to
subordinates with appropriate levels of autonomy.
Allow others to innovate in their work. Encourage
them to innovate, make suggestions for improvement
and take leadership in their area of work.

36.  Efficiency as a Competency means promoting
Operational Excellence and Value for Money,
managing Human Capital and nurturing
Capabilities. Various Components of this
Competency are:
(1) Result Orientation: High Drive for achieving
Targets and competing against a standard of
Excellence
(2) Conceptual Thinking: Understanding a situation
by putting the pieces together and identifying
patterns which may not be obviously related .
Connecting dots while resisting stereotyping.
Understanding the External Environment &
Different Actors affecting that.

37. (3) Initiative & Drive: Contributing more than
required on the job . Refusing to give up in the
face of challenges and finding or creating new
opportunities
(4) Seeking Information: Keeping oneself up to
date with relevant knowledge . Developing
curiosity to know about people, things or issues
(5) Planning & Coordination: Making effective
utilization of Resources like time, money or
people. Planning, monitoring & organizing work
for Best output with Least input.

38. (6) Desire for Knowledge: Keeping abreast with
latest Technology and knowledge, sharing latest
developments with others and utilize such
technology for improving productivity of work
(7) Innovative Thinking: Be open to change,
approach issues from different angles, offer out
of box solutions and strive for efficiency
(8) Problem Solving: Understand Complex Situation
by breaking into smaller parts. Organize
information systematically and set priorities
accordingly

39. (9) Developing Others: Provide Developmental
Opportunities for individual & Team. Have
Genuine belief in others’ capabilities and to
take personal responsibility in developing
them. Create a Positive Environment for
Learning
(10) Self Awareness & Self- Control: Develop
resilience & stamina despite prolonged
adversities. Control one’s emotional response
while facing adverse situation and maintain a
sense of professionalism

40. (11) Communication Skills: Ability to listen and
understand the unspoken language , feelings
and concerns of others. Articulate
information in a way that is clear, concise and
easy to understand.
(12) Team Working: Work together as a Team
for a common goal and build up the teams
through mutual trust, respect and
cooperation.

41.  People First:
(1) Responds Sensitively to the needs of the
Citizens– Understands need of the weak
(2) Anticipates needs of the Citizens :
Accessibility, seeks feedback for of their
needs
(3) Promotes the Service to the Citizens:
Becomes a Role Model for Community
Service, focuses on weaker and marginalized

42. (4) Actively improves the Service to the
Citizens: Constantly improves Service,
collaborative working with all stakeholders
(5) Drives a Culture of Serving the Citizens:
Incorporates Culture of Service and
affirmative action for weaker Sections, Leads
Community Service Actions at Strategic Level,
in depth understanding of the broad range of
Community Requirements

43.  Strategic Thinking:
(1) Understands own work– Understands his
own role, impact of his work in other
departments
(2) Aligns work to Department: Aligns his work
to Departmental Priorities, Focuses on End
(3) Contributes to Strategy : Alert to Emerging
Trends

44. (4) Identifies Strategic Imperatives: Anticipates
long term impact of national and
international developments ,
political/economic/social/technological/envir
-onmental, use of appropriate forms of
Technology
(5) Develops Long Term Strategies : Support
Department’s Long Term Directions,
leverages technology in program design,
shapes Department’s purpose in delivering
civil service priorities

45.  Organizational Awareness:
(1) Understands Formal Structure– Chain of
command, decision making process, Rules
(2) Understands Informal Structure : Customs,
norms , Key Players, Influencers, Pressure
Groups
(3) Understands Different Perspectives
/Agendas : Visualizes others’ views,
dynamics of stakeholders

46. (4) Recognizes Coalitions and Implications of
their Agendas: Understand different
coalitions and their impact, form
unconventional partnerships to drive
Organizational Agenda
(5) Predicts Building of Coalitions or Unstated
Agenda and its Wider Implications: In Depth
Understanding of Socio political and
economic context, anticipates trends in
political environments and its impact on the
Organization

47.  Commitment to the Organization:
(1) Aligns Self with the Organization—
Understands Rules/Procedures, follows
Rules/norms
(2) Promotes Organizational Objectives—
Promotes Organization’s credibility/Visibility
(3) Supports the Organization : Delivers high
standards to internal/external stake holders

48. (4) Puts the Organization First : Organizational
needs first, stands by decisions in larger
interest even if they are unpopular, Civil
Service Values
(5) Encourages others in Putting Organization
First: Elicits Commitment to the cause of the
Organization from others, able to make
difficult decisions, stands by such decisions
made by colleagues in interest of
organizations

49.  Leading Others:
(1) Shares Information/Reasons to Motivate–
Updates team with reasons for decisions
explaining the reasons, proactive sharing
(2) Promotes Team Effectiveness—structured
approach to promote Team morale and
Productivity, welcomes both Positive &
Negative Feedback, Takes Inputs from all
Members

50. (3) Backs the Team– Defends Team in Public
and Resolves Conflict, secures support of
team
(4) Assumes Leadership—Empowers, energizes
and inspires team members to thrive in
changing environment, motivates the
members
(5)Communicates a Compelling Vision–
Becomes a charismatic Team Builder, has
passion & vision, inspires confidence

51.  Integrity:
(1) Act Ethically—Honesty, Openness, fairness,
honoring commitment
(2) Models the Civil Service Values—guided by
Public Interest, trustworthiness, impartiality
(3) Acts on Values even if not easy– Provides
Honest & Frank Advice, Enforces Law, stand
by right decisions

52. (4) Is Seen Unflinching on Public Service
Values—Ensures Full Disclosures, challenging
Powerful People to take Correct Decisions and
hold them accountable, not entertaining
unreasonable requests/demands
(5) Is a Role Model—Lead by Example, high
standards of Professionalism, take
responsibility for own decisions, take
principled stand, rewards people
demonstrating integrity

53.  Self Confidence:
(1) Act Confidently within job role– Execute
work with minimal supervision , willingness
to take up additional responsibility
(2) Act Confidently Beyond Job Role: Keep Civil
Service Values in mind, act in Public Interest
even if Peers disagree
(3) States Confidence in own ability—Expertise
to get work done , articulates own point of
view

54. (4) Takes on Challenges—Gets excited by
Challenging Assignments , states own point
of view clearly when not agreeing with
seniors
(5) Is Confident under Extremely Challenging
Situations– Takes on extremely risky and
challenging assignments, challenges status
quo , remains positive under stressful
situations, explores multiple ways to tackle a
crisis

55.  Attention to Detail:
(1) Pays Attention to Detail– Obtains
comprehensive information, consults
superiors and peers for validation
(2) Plans & Double Checks– Double checks own
work to minimize errors/reworking,
thorough & meticulous working
(3) Monitors own & Others’ work– holds self and
others accountable for high standard
outcomes, monitors others’ work and
provide guidance

56. (4) Proactively manages Standards– Monitors
Procedural Compliance & Regulatory
Requirements and takes action in case of
deviation, builds systemic checks & balances
(5) Contributes to Overall Monitoring of Quality
& Standards—Resolves broader issues about
risk and compliance and about quality of
work and service delivery, identify loopholes
and corrective measures to minimize
unnecessary risks

57.  Taking Accountability:
(1) Delivers Results Consistently– Focus on Time
bound Delivery, take personal ownership for
quality of work and keep stake holder
informed
(2) Delivers Results Even in Unfavorable
Circumstances– Remains focused on
achieving Targets while facing setbacks,
takes ownership of shortfalls, draws lessons
to improve performance, monitors results
closely

58. (3) Manages Performance—Clarifies priorities,
Roles & Responsibilities, secures team and
individual ownership of objectives, takes
accountability for team performance in case
of failure
(4) Takes Ownership of Others’ Performance–
Energize & Drive Others’ Performance, strong
focus on Priorities, Incentivize desired
behavior and reward successful performance

59. (5) Drive Performance Culture—Take
accountability for achieving Department’s
strategic priorities, drive a Performance
Culture across the Department to achieve
results through others, resolutely hold others
accountable for their outcomes to the
Citizens, Drive long term objectives of the
Organization even in the face of short term
difficulties

60.  Consultation & Consensus Building:
(1) Open to Consultation & Presentation of
Views in a Concise Manner with the help of
Data—Present views clearly, draw opinions,
examine pros and cons of all alternatives
and benefits to Public
(2) Consult others & take multiple actions to
persuade others– Consult Experts and
information sources, contact colleagues to
identify synergies and convergence

61. (3) Proactive looking out for Convergence– Look
for opportunities to partner & transfer
knowledge, engage stakeholders for new ideas
and solutions, prepare for others’ reaction in
advance, find implications of the proposal on
wider public including weaker sections
(4) Help Aligning Diverse Interests to a Common
Goal—Use knowledge of experts to address
diverse interests, communicate with conviction
and clarity in face of tough negotiations

62. (5) Promotes Consensus Building &
Convergence– Create Forum where people
could interact with each other on the larger
goal , identify opportunities to build
relationships with external partner and larger
communities with the purpose of serving
wider public , Willingness to trade off
immediate gain with long term benefit, take
long term view of Public Good, Inspire others
to consult before taking any critical decisions

63.  Decision Making:
(1) Follows Guidelines Effectively—Timely
decision based on rules, explains rationale
of such decisions, good communication
skills
(2) Gathers Information for Decision Making—
Identifies internal & External Information
Sources, recognizes scope of own authority,
empowers team members for taking
decisions, demonstrates Accountability

64. (3) Draws Conclusion from Complex Information in
Short to Medium Term---Consulting Experts and
develop feasible solutions, Decisiveness under
pressure, analyses past decisions & their impact,
lessons learnt from the past
(4) Makes Decisions in Complex Situations—Social
Cost Benefit analysis to study & foresee impact of
Decisions , Consults experts, generates ways
forward to meet goals, confident decision making
& clear communication of such decisions at
strategic level

65. (5) Makes Long Term Strategic Decisions—
Analyses Complex Data with clarity of
thinking, foresees impact and plans to
overcome difficulties,, interprets political and
national pressures to develop strategies for
Public Good , Department wise strategies to
mitigate risks, unbiased advice to Ministers
on the basis of Robust Analysis and not what
Minister wants, Decisions on the basis of
good of the Society and defend decisions at
highest level

66.  Empathy:
(1) Understands Unspoken Content– Active
Listening Skills, Recognizes Body Language,
facial expression, tone or voice, recognizes
unexpressed thoughts & feelings, picks up
signals when others are uncomfortable
(2) Has Concern for Others– Identify the unique
characteristics of others, understand others’
emotions, builds trust by showing respect
for others’ point of view, sensitive to
underlying problems

67. (3) Acts as a Role Model—In depth
understanding of others’ behavior, makes
balanced assessment of others’ strengths &
weaknesses, Puts right questions at right
time to others, understands long term
reasons for others’ behavior
(4) Creates & Promotes an Environment of
Respect– Culture of Mutual Trust & Respect,
Creates Empathy Promoting systems,
Encourages others to read deeper into others’
emotions

68.  Delegation:
(1) Provides Personal Guidance & Direction—
Finalizes Work Plan in a Participatory Manner,
makes Resources available, confidence in ability
of team members, keeps monitoring assigned
tasks
(2) Expresses Trust & stays Focused– Assigns
stretched targets, ensures clarity of task to team
members, provides timely feedback & direction,
no fault finding in case of failure , Recognizes
Success and give credit to tem members

69. (3) Sets the Criteria for Success—Enables
robust decisions after consulting team
members, provides directions & standard of
performance of delivery, communicates
criteria of success
(4) Sets & Monitors Key Policy Objectives—Sets
Targets on key indicators and monitors,
ensures adequate level of authority required
for specified outcomes, provide autonomy to
others within Departmental Policies

70. (5) Pushes the Limits of Autonomy within the
norms of Governance--- Have faith in
Technical Know how, decision making and
managerial ability of others, Delegates Full
Authority & Responsibility to team members
to provide solutions to Government &
Community on Agreed Policies, Creates a
Culture of Trust & Empowerment among
Team Members

71.  Result Orientation:
(1) Focuses on doing what is expected– Tries to
the job as expected, within time line and
eliminates waste, inefficiency and red-
tapism
(2) Creates Own Measures of Better Results--
Measures outcome against higher standards,
On time & Quality Delivery of Services,
creative ways to meet Departmental Goals &
Objectives consistently, monitors efficiency
of work practices for better service

72. (3) Consistently improves Systems/Performance—
Makes changes in systems/work methods to
improve performance, achieves key objectives
consistently, monitors efficiency for better,
faster and more efficient working, improves
quality, community satisfaction & morale
(4) Sets Challenging Goals & Works to meet them--
- Sets stretched but achievable goals,
Benchmarks against standards of excellence,
motivates other for higher benchmarks, adopts
leading practices from other Departments to
improve performance

73. (5) Creates a Culture of Achieving Challenging
Goals---Uses methods to allow team
members to achieve higher levels of
performance, Recognizes achievements and
rewards Innovation, sets higher benchmarks,
continuous review and improvement ,
Inspires all team members to consistently
exceed performance targets, creates a culture
of high achievement

74.  Conceptual Thinking:
(1) Applies Basic Rules– Applies Basic Rules of
the Department and Common Sense and
recognizes past precedents having similar
situation
(2) Recognizes Patterns—Identifies Key Issues
and Patterns, Arrives at conscious rationale
or its absence from recurring situations,
creates his own analysis/ hypothesis for the
current situation

75. (3) Applies Learning– Applies well researched
analogies, Applies/Modifies Complex Concepts
accordingly, Applies Existing Models to Current
Situation, Reaches Conclusion by Analysis, Steps
back to see the bigger picture
(4) Clarifies Complex Situations to Stakeholders—
Makes Complex situations clear, simple and
understandable, Breaks down complex situation
into parts, assembles ideas, issues and
observations into a clear & useful explanation

76. (5) Develops New Understanding/Meaning---
Develops new ideas that lead to greater
efficiency and inclusiveness by analyzing
Global Best Practices, Willing to experiment
with new ideas without any bias, stereotyped
and traditional views, Proposes New
Approaches to Department/Civil Services,
Proposes Radical alternative Hypotheses and
tests them, Redefines the understanding of
Stakeholders and Community needs

77.  Initiative & Drive:
(1) Takes Action on Immediate Priorities---
Addresses present issues immediately,
action oriented and self motivated,
continuous striving to resolve issues
(2) Identifies Opportunities & Responds
Adequately—Quick to respond to
opportunities, overcomes obstacles, tries to
predict clients’ needs , uses own judgement
to find solutions

78. (3) Creates Short Term Opportunities---Proactive
engagements with new initiatives, introduces
process changes to alleviate pressure during
busy days, anticipates potential problems and
keeps superiors informed about developments,
acts quickly to seize opportunity or address a
crisis by using past similar experience
(4) Anticipates and Acts for the Medium Term—
anticipates situation a year in advance to plan
action and build up contingencies, plans ahead
and takes initiative in creating solutions that
would support the organization in future and
pursues specific opportunities

79. (5) Nurtures Environment Conducive to taking
Initiative---Plans for long term to take action
on possible opportunities or crises, create
environment where team members take
initiative without bothering about possible
failure, persists in overcoming obstacles,
allows team members to learn from past
mistakes, accepting mistakes and learning
from them

80.  Seeking Information:
(1) Conducts Basic Research—Gathers
information from books, journals & internet ,
asks persons having experience, uses all
available information
(2) Investigates Situation---Collects
information, conducts field visits, goes
beyond routine questioning , understands
situation comprehensively, identifies and
questions knowledgeable people

81. (3) Digs Deeper---seeks deeper understanding
from subject experts, asks probing questions
to get at the root, gains in depth perspective
(4) Conducts Research---conducts systematic
effort to get relevant data from wide range of
sources, studies best practices of other states
or departments or sectors, obtains new
insight by conducting formal research, if
necessary

82. (5) Develops own sources of Direct
Information---Conducts field visits to gain
comprehensive understanding of the
situation, gathers information from regular
sources or persons, validates the information
so obtained through other means or
secondary sources
This requires an underlying curiosity to know
about things, people or issues and updating
oneself with relevant information

83.  Planning & Coordination:
(1) Organizes & Schedules Own Work—Develop
time management skills for short & medium
term goals , Plans own work schedule &
monitors, uses resources optimally, identifies
& removes bottlenecks
(2) Monitoring Own Progress—Monitoring Work
Plan & modifies if required , makes changes
in work plan, timelines & resources as
required, identifies risks and early warning
signals and modifies plan accordingly

84. (3) Considers Interrelated Activities—Integrated
plan taking into account interrelated activities,
prioritizes multiple related tasks, considers all
relevant factors like costs, timing, public needs
etc anticipates risk and incorporates mitigation
plan
(4) Manages Competing Priorities--- Manages
resources for competing objectives, creates
sustainable environment, regularly assesses
priorities, balances priorities of different interest
groups, establishes alternative courses of action

85. (5) Long Term Planning Focus---Creates a
stable & predictable Environment to enable
the Organization to reach full potential,
Incentivizes to create a Level Playing Field for
Citizens to be able to harness their
capabilities
The Civil Servant should be able to plan,
organize and monitor work with effective
utilization of all resources like time, money &
people

86.  Desire for Knowledge:
(1) Maintains Up to date knowledge—keeps up to
date knowledge about policies & practices for
performing day to day tasks , Keeps all relevant
Documents like circulars, memoranda , OMs in
Binders properly indexed
(2) Proactively Keeps Abreast of Change in
Environment—Seeks policies, practices &
relevant literature, keeps abreast of changes in
internal & external environment, utilizes
learning opportunities to develop knowledge &
share experiences

87. (3) Develops Broader Conceptual Knowledge–
Learning from day to day experience, Interact
with experts/ read articles, journals to develop
knowledge, consult with other departments and
stakeholders to develop conceptual
understanding, pursue challenging assignments
to develop expertise
(4) Prepares for the Long Term---Develop External
Orientation, Read widely, explore Best Practices,
encourage knowledge and experience sharing,
long term capacity building like training,
planning & research

88. (5) Be Seen as a Role Model--- Be identified as a
thought leader in your respective professional or
technical field, Encourage others to acquire
knowledge, suggest strategies to develop
Department’s/ Civil Services’ overall knowledge
base, Create Environment for acquisition of
knowledge by self and others
The Civil Servant should keep up to date with
relevant Knowledge and Technology, share latest
developments with others and advocate
application of latest acquired knowledge

89.  Innovative Thinking:
(1) Be Open to New Ideas & Change---Identify
opportunities for improving current areas of
work, explore possibilities of change in current
area, improvise if issue is of urgent importance
(2) Suggest Innovative ways of Solving Issues &
Improve Current ways of working---Learn from
experience & observations and improve
efficiency in work area, Conduct Reviews to find
ways of improving, consider New Ideas on
merits without any bias

90. (3) Proactively seek opportunities to Initiate New
Ideas or Change– Use Technology to develop
work practices, Engage with Stake holders for
Suggestions, Identify Bottlenecks/Early Warning
Signs & initiate Preventive Action, Encourage
others to accept challenge, Challenge the Status
Quo for unconventional Solutions
(4) Encourages Innovation---Encourage Ideas,
improvements and measured Risk taking to
improve services, Transform responsiveness and
Quality of Service, Create Comprehensive Plans
and Control Mechanisms to respond to Critical
Events and Manage Change

91. (5) Create a Culture of Innovative Thinking and
Ability to Handle Change---Welcome Game
changing Ideas, Critically Challenge Decision
Making & Allocation of Resources, Tolerate
Genuine Mistakes and measured Risk Taking
to achieve Transformation, Rethinks Systems
to achieve desired outcomes, Create a Culture
of Innovation by encouraging others,
mobilizing the Department to respond swiftly
to changing priorities, think out of box
solutions

92.  Problem Solving:
(1) Break Down Problems—Break down complex
problems to smaller issues for clarity, Collect
& Analyze all relevant information from all
possible sources, identify link between
information & given situation
(2) Identify Basic Relationships—Identify Cause
and Effect Relationships, Develop Action Plan
based on Causal Relationships, weigh pros
and cons of different options

93. (3) Identifies Multiple Relationships—Diagnoze
Multiple Cause & Effect Relationships, Identify all
possible causes of an event, Develop Potential
Solutions identifying the Risks involved
(4) Develop Solutions to Complex Problems—See
the holistic picture , identify interdependence
between components of a problem, Develop
solutions to address the Complexities, Generate
different Options to address the Problem, Create
Long Lasting Solutions for medium and long
term effect. Organize Information Systematically
and Set Priorities

94.  Developing Others:
(1) Expresses Positive Expectations of Others—
Makes Positive Comments about other’s
capabilities, Belief in Other’s Performance
Improvements
(2) Provides Guidance & Detailed Instructions--
-Explains to team members how to do the
task & demonstrates, provides practical
support, Be positive about other’s
capabilities

95. (3) Ensure Learning & Development & Provide
Specific Feedback---Provide timely,
constructive and specific Feedback on key
strengths of others and areas of
improvements, Develop Career Plans for
others, Understand needs/difficulties of
others & promote inclusiveness, Build their
capacity by sending them to training and by
giving stretched projects

96. (4) Empowers for Long Term Development—
Delegate Responsibility & Decision making for
growth of others, allow others to learn from
mistakes in non-critical settings, Provide
Mentoring Support and Direction for team
members’ learning needs, create environment for
inclusive development for all staff
(5) Develop Future Leaders---Proactively manage
Talent Pipeline for operational excellence,
support continuous learning and improvement,
develop teams with awareness of inclusiveness,
equality and diversity, build capacity
development strategies to support career
development for all Employees

97.  Self Awareness & Self Control:
(1) Be Aware of Self and Restrain Emotional
Impulses—Be aware of own feelings, strengths
and weaknesses and their impact on actions and
performance, resist temptation to act
impulsively, remain calm in stressful situations
and listen to others
(2) Respond Calmly---Be aware of impact of your
emotions on others, know his emotional hot
buttons and avoid flare ups, respond calmly in
difficult situations, have an understanding of
your strengths and weaknesses

98. (3) Manage Stress Effectively---Understand your
response thoroughly, use stress management
techniques, respond constructively and
professionally to extreme challenges and
provocations and professional disappointments,
provide effective leadership in stressful situations
(4) Managing Self and Others Under High Stress
and Adversity---Calm others by listening
attentively , lighten serious situation by humor or
citing anecdotes, coach/mentor others to
manage stress, accept negative feedback in a
mature manner

99. (5) Nurture a Culture of Rationality & Calm
Behavior--- Maintain Focus and Stamina for
Self and Others in prolonged stressful
situations, Dissolve stressors by better
planning analyzing past instances, create a
culture of calm behavior in a large group or
organization, Improvise and Innovate to get
over stressful situations
Maintain Professional & Emotional Response
when provoked. Have Resilience & Stamina

100.  Communication Skills:
(1) Listen Attentively and Present Information
Clearly--- Present facts clearly and
unambiguously orally and in writing, Listen to
others patiently without unnecessary
interruption , keep Superiors and relevant
stake holders informed , Ask questions to get
basic understanding of all issues, check own
understanding of others’ communication

101. (2) Foster Two Way Communication---Convey
information clearly and confidently indicating
how it will benefit Society, Elicit Feedback, ask
leading and open ended questions for deeper
analysis, understand complex non verbal clues
for better communication, keep communication
channel open, communicate negative
information with sensitivity and tact, support
messages with relevant data for better impact
and understanding, avoid jargons to convey
complex ideas in a simple, coherent and accurate
manner

102. (3) Adapt Communication to Others---Adapt Communication style
to suit the situation, Take other’s perspectives into account, time
the communication appropriately to suit overall context and
Public Opinion, Anticipate response to communication and adapt
communication accordingly, Understand Non verbal Clues
(4) Communicate Complex Messages Clearly & Credibly---follow
up response in agreed time, acknowledge lack of information,
communicate complex issues clearly to varied audiences, share
the ideas with opinion makers before voicing it, use varied
communication methodologies to promote dialogue and shared
understanding through examples, myths best practices
(5) Communicate Strategically—Use different forum, media vehicles
and tailors messages accordingly to achieve optimum results
Understand the Unspoken feelings of others

103.  Team Working:
(1) Cooperate with Others---Comply with Team
Decisions, Do your share of work, give support
to Co-workers, share relevant information with
them, provide ideas, inputs and suggestions,
deal honestly and fairly with others
(2) Appreciate Positive Attitudes and Express
Positive Expectations of Teams--- Acknowledge
Others’ work, speak positively about them,
share experiences and knowledge, assume
responsibility for own work and coordinating
efforts

104. (3) Solicit Inputs---Solicit Ideas and opinions to
formulate specific decisions/plans, show
willingness to learn from others including
subordinates/peers, value others’ expertise,
incorporate others’ suggestions in planning and
decision making
(4) Encourage Others---Publicly and formally
credit others who have performed well,
Encourage and empower others to make them
feel strong and important, build relationships
with team members and with other inter/intra
department work units, encourage others to
share experiences, knowledge and best practices

105. (5) Work to Build Team Commitment---
Promote Good Working Relationship with
others, rising above bias, Collaborate with
other Departments to work towards a larger
goal, capitalize on opportunities and
efficiently utilize the diverse talents of the
team members, work towards building
positive team involvement and address
disruptive behavior such as threats, insults,
stereotyping or exaggerations