FRAC Tender

File No.
: T-1601713812020-iGOT (Vol III)
Covernment of India
Department of Personnel & Training
Block 04, 3d Floor,
Old JNU Campus,
New Delhi- 1 10067

Dated: 13ft September, 2021
NOTICE IN\'ITING TENDER (NIT)

On behalf of President oflndia, Department ofPersonnel & Training (DoPT), invites e-Tender for
Onboarding consultant for defining and detailing FRAC (Framework for Roles Activities and
Competencies) for Golt. of India at (DoPT) from reputed professionals as per the scope of work
mentioned in the tender document.
The mode ol tendering is online via (URL: http://eprocure.sov.in) in a two-bid system of a

technical bid and a financial bid. The tender document is available on the Central Public
Procurement Portal (URL: http://eprocure.gov.in) from 13th September, 2021. The tender is also
published on Client's portal (httpq'/dopj.eqyiin/). All updates, clarifications and corrigenda (if
any) will be uploaded on both the above-mentioned websites. In case of discrepancies found
between the English text version and the Hindi translation, the English version shall prevail.
The tender has to be submitted online on (URL: httpl&prqsqq.gqy4) latest by 206 October, 2021
by 16:00 hrs. Manual bids shall not be accepted. Tenderers are advised to follow the instructions
provided in the tender documents for the e-submission of the online bids. The important
information of the bids is as follows:
Sl. No. Key Information Details
NIL. (However, the bidders need to submrt Bid

Securing Declaration (As per Annexure 3 of
RFQ cum RFP-Vol 1). The Bidders shall also
submit the original signed and stamped Integrity
Pact as part of an envelope titled "Integrity Pact,
1 EMD Value Authorization Letter & EMD (Bid Securing
Declaration)" before the last date of submission
of bid, as per dates mentioned in the Data Sheet,
failing which, the Bid submitted by the
concemed Bidder will be liable to be rejected.
Page 1of 2
SI. No. Key Information Details
2 Release date of RFP l3th September,202l
23'd September, 2021before 13.00 hours at

[email protected]
3 Last date of receipt ofpre-bid queries
(Queries received after this time will not be
accepted).
24s September, 2021 at 11.00 houn

Pre-bid Meeting date, time & Online Link for the meeting will be published on the CPP
4.
Link Portal and DoPT website at least 3 days before the
Pre-Bid Meeting.
5
Last Date & Time for submission of 20'h October,202l by 16.00 hours
Bids
6.
Date & Time of opening of Technical 2l'' October.202t at 17.00 hours
bids
7 Date of opening ofFinancial bids To be intimated later.
8 Validitv of Bid 180 days from the date ofbid submission.
Note: All times are as per the CPP e-tenders Portal time.
Nk-
(Arun Kumar Singh)
Under Secretary to the Govt. of India
(ARUN KUMAR SINGH!

-dftfrS..rtt
Page 2 of 2
Request for Qualification cum Request for Proposal (RFQ cum RFP) (Volume I)
For
Onboarding consultant for defining and detailing FRAC (Framework for Roles
Activities and Competencies) for Govt. of India

Block 04, 3rd floor, Old JNU Campus
New Mehrauli Road
New Delhi - 110067
RFQ cum RFP REF NO: T-16017/38/2020-iGOT (Vol III)

Date: 13th September, 2021
Disclaimer
1. The information contained in this Request for Qualification cum Request for Proposal
document (RFQ cum RFP) or subsequently provided to the Bidders, whether verbally or
in documentary or in any other form by or on behalf of the Client or any of its employees
or advisors, is provided to the Bidders on the terms and conditions set out in this RFQ cum
RFP and all other terms and conditions subject to which such information is provided.
2. This RFQ cum RFP is not an Agreement and is neither an offer nor an invitation by the
Client to the Bidders or any other person. The purpose of this RFQ cum RFP is to provide
interested parties with information that may be useful to them in the formulation of their
Proposals. The information contained in this RFQ cum RFP has been provided to the best
of knowledge of Client and in good faith. However, the information may not be complete
and accurate in all respects and may not be exhaustive. Specifically, the information
regarding business processes provided in this RFQ cum RFP is based on the interim
decisions taken by the Government and is expected to undergo changes in future. This
RFQ cum RFP includes statements which reflect various assumptions and assessments
arrived at by the Client in relation to the project. Information provided in this RFQ cum RFP
is on a wide range of matters, some of which depends on the interpretation of law. The
information is not an exhaustive account of statutory requirements and should not be
regarded as a complete or authoritative statement of law.
3. While reasonable care has been taken in providing information in this RFQ cum RFP, the
Bidders are advised not to rely on this information only but also carry out their independent
due diligence and risk assessments before submitting their response to this RFQ cum
RFP. Further, the Bidders are advised to conduct their own analysis of the information
contained in this RFQ cum RFP, carry out their own investigations about the project, the
regulatory regime which applies thereto and all matters pertaining to the Client and to seek
their own professional advice on the legal, financial and regulatory consequences of
entering into an agreement or arrangement relating to this RFQ cum RFP.
4. The information contained in this RFQ cum RFP is subject to update, expansion, revision
and amendment prior to the last day of submission of the bids at the sole discretion of the
Client. In case any major revisions to this RFQ cum RFP are made by the Client within
seven days preceding the last date of submission of the Proposals, the Client may, at its
discretion, provide reasonable additional time to the Bidders to respond to this RFQ cum
RFP. Neither the Client nor any of its officers, employees nor any advisors nor consultants
undertakes to provide any Bidder with access to any additional information or to update
the information in this RFQ cum RFP.
5. The Client, its employees and advisors make no representation or warranty and shall have
no liability of any nature to any person including any Bidder or Vendor under any law,
statute, rules or regulations or tort, principles of restitution or unjust enrichment or
otherwise for any loss, damages, cost or expense which may arise from or be incurred or
suffered on account of anything contained in this RFQ cum RFP.
6. The Client reserves the right to change/ modify/ amend any or all provisions of this RFQ
cum RFP document. The amended RFQ cum RFP will be made available on the website
of Client.
2
Contents
1. Invitation for Bid 6
2. Acronyms & Definition(s) 7
3. Data Sheet 10
4. Project Background and Introduction to FRAC 12
5. FRAC Process – an Overview 15
6. Scope of Work - Defining the Strategy for FRAC and designing the Processes, Tools
and Templates 19
6.1 Decoding and Modelling FRAC: Defining Components 19
6.2 Templatization of FRAC and Defining Standard Operating Procedure for
Operationalizing FRAC at Departments 23
6.3 Define Functional Requirement Specification for the FRAC components in iGOT
Karmayogi 25
6.4 Building Capacity for FRAC CoE and FRAC subunits 25
7. Project Duration and Timelines 28
7.1 Timelines 28
8. Minimum Resource Requirement 30
8.1 Programme Manager and Subject Matter Expert 32
8.2 Competency and Organizational Design Expert 32
8.3 Competency and Organizational Design Analyst 33
8.4 Government Process Expert 33
8.5 Occupational Psychologist 34
9. Service Level Agreement 35
10. Instructions to Bidders 37
10.1 Eligibility 37
10.2 Bid Preparation Cost 37
10.3 Earnest Money Deposit (EMD) (Bid Securing Declaration) 37
10.4 Integrity Pact 38
10.5 Pre-Bid Meeting and Clarifications: 38
10.6 Submission of proposals 39
10.7 Bid Format 39
10.7.1 Cover 1 - Integrity Pact, Authorization Letter and EMD (Bid Securing
Declaration) 40
10.7.2 Cover 2 - Pre-Qualification Bid Format 40
10.7.3 Cover 3 - Technical Bid Format 40
10.7.4 Cover 4 - Commercial Bid 41
10.8 Language 41
3
10.9 Late Bids 41
10.10 Clients’ Right to terminate the Process 41
10.11 Acceptance of Terms & Conditions 42
10.12 Disqualification 42
10.13 Contacting Client 43
10.14 Withdrawal of RFQ cum RFP 43
10.15 Authentication of Bids 43
10.16 Deviations 43
10.17 Award of Contract 43
10.18 Contract Period 44
10.19 Signing of Contract 44
10.20 Performance Bank Guarantee (PBG) 44
10.21 Certificate under Rule 144 (xi) in General Financial Rules (GFRs), 2017. 45
11. Selection Process for Bidder 46
11.1 Opening of Bids 46
11.2 Clarification on Bids 46
11.3 Evaluation Process 46
11.3.1 Stage 1: Pre-Qualification 47
11.3.2 Stage 2: Technical Evaluation 47
11.3.3 Stage 3: Commercial Evaluation 47
11.3.4 Stage 4: Final score calculation through QCBS 48
12. Pre-Qualification Criteria 49
13. Technical Evaluation Criteria/ Framework 51
14. Commercial Bid and Payment Terms 55
14.1 Commercial Bids 55
14.2 Payment Terms 55
15. Terms of Business 56
15.1 Responsibilities 56
15.2 Fees and expenses 56
15.3 Termination 56
15.4 Intellectual Property Rights 57
15.5 Confidentiality 57
15.6 Data Protection 58
15.7 Governing Law and Jurisdiction 58
15.8 Deliverables 58
16. Annexures 59
4
16.1 Annexure 1 - Pre-Bid Queries 59
16.2 Annexure 2 - Integrity Pact 60
16.3 Annexure 3 – Bid Securing Declaration 66
16.4 Annexure 4 – Pre-Qualification Bid Covering Letter 67
16.5 Annexure 5 - Bidder’s General Information 68
16.6 Annexure 6 - Citations – Work Experience (Submit separate sheets for experience
quoted in prequalification and technical criteria) 69
16.7 Annexure 7 - No Deviation Certificate 70
16.8 Annexure 8 - Technical Bid Covering Letter 71
16.9 Annexure 9 - Formats for submission of Profiles 72
16.10 Annexure 10 – Covering Letter for Commercial Bid 74
16.11 Annexure 11- Commercial Bid Format Proposal 76
16.12 Annexure 12: Form of Bank Guarantee for Performance Security 77
16.13 Annexure 13: Certificate under Rule 144 (xi) in the General Financial Rules
(GFRs), 2017. 79
16.14 Annexure 14: Framework of Roles, Activities and Competencies (FRAC)
document,( FRACing Process) 82
5
1. Invitation for Bid
Department of Personnel &Training (Client), the nodal agency responsible for personnel
management and training for the Government of India has embarked on a learning
transformation program by upskilling the civil servant through capacity building. Client invites
responses (“Proposals”/ “Bids”) to this RFQ cum RFP from eligible Bidders to be appointed as
consultant for defining and detailing a scalable process for FRAC (Framework for Roles
Activities and Competencies), a public service competency framework. This RFQ cum RFP
has two volumes, Volume I for RFQ cum RFP and Volume II for Contract/Agreement.
Interested Bidders are advised to study this RFQ cum RFP document (both volumes) carefully
before submitting their proposals in response to this RFQ cum RFP Document. Submission of
a bid in response to this RFQ cum RFP shall be deemed to have been done after careful study
and examination of this document with full understanding of its terms, conditions and
implications. Any Bidder from a country which shares a land border with India will be eligible
to bid in this tender only if the bidder is registered with the Competent Authority.
The time, date and venue details related to the pre-bid meeting and bid submission are
mentioned in the Data Sheet. Proposals must be received not later than time, date and venue
mentioned in the RFQ cum RFP. Proposals that are received after the deadline will not be
considered. Bidder will be selected under QCBS procedure described in this RFQ cum RFP.
The Bidder shall submit the Proposal in the form and manner specified in this RFQ cum RFP.
Online submission of proposals must reach DoPT office as per the date and time mentioned
in this document. It is the responsibility of the Bidder to submit the bid before the last date and
time on the online portal, and DoPT shall not be responsible for any delay due to any of the
technical/server issues.
To obtain first-hand information on the assignment, Bidder is encouraged to attend the pre-
bid meeting on the date and venue mentioned. Attending the pre-bid meeting is optional.
Director (DFFT & iGOT)

Room No. 305, Training Division, Client
Block no. IV, Old JNU Campus
New Delhi, 110067
6
2. Acronyms & Definition(s)
Framework for Roles Activities and
FRAC
Competencies including skills
Client
(DoPT)
Request for Qualification cum Request for
RFQ cum RFP
Proposal
ASK Attitude, Skills and Knowledge
QCBS Quality and Cost Based Selection
iGOT Integrated Government Online Training
GST Goods and Services Tax
BG Bank Guarantee
ITB Instructions to Bidders
LD Liquidated Damages
LOA Letter of Award
LOI Letter of Intent
MSA Master Service Agreement
NDA Non-Disclosure Agreement
means any person or firm or company,
including any member of a consortium or
joint venture (that is an association of
several persons, or firms or companies),
every artificial judicial person not falling in
any of the descriptions of bidders stated
herein above, including any agency, branch
Bidder
or office controlled by such person,
participating in the RFQ cum RFP process
and offering the Services in accordance
with the bid submitted by such
organizations/entities pursuant to and in
accordance with the terms and conditions
of the RFQ cum RFP.
means:
a. An entity incorporated, established
or registered in such a country; or
b. A subsidiary of an entity
Bidder from a country which shares land
incorporated, established or
border with India
registered in such a country;
or
c. An entity substantially
controlled through entities
7
incorporated, established or
registered in such a country;
or
d. An entity whose beneficial owner
is situated in such a country; *or
e. An Indian (or other) agent of such
an entity; or
f. A natural person who is a citizen
of such a country; or
g. A consortium or joint venture
where any member of the
consortium or joint venture
falls under any of the above
1. In case of a company or
Limited Liability Partnership,
the beneficial owner is the
natural person(s), who,
whether acting alone or
together, or through one or
more juridical person, has a
controlling ownership interest
or who exercises control
through other means.
Explanation-
a. "Controlling ownership
interest" means ownership of
or entitlement to more than
twenty-five per cent. of shares
Beneficial Owner for the purpose of
or capital or profits of the
above mentioned clause (d) * (of Bidder
from a country which shares land border company;
with India) b. "Control" shall include
the right to appoint majority of
the directors or to control the
management or policy decisions
including by virtue of their
shareholding or management
rights or shareholders
agreements or voting
agreements;
2. In case of a partnership firm, the

beneficial owner is the natural
person(s) who, whether acting
alone or together, or through
one or more juridical person,
has ownership of entitlement to
more than fifteen percent of
8
capital or profits of the
partnership;
3. In case of an unincorporated
association or body of
individuals, the beneficial owner
is the natural person(s), who,
whether acting alone or
together, or through one or
more juridical person, has
ownership of or entitlement to
more than fifteen percent of the
property or capital or profits of
such association or body of
individuals;
4. Where no natural person is

identified under (1) or (2) or (3)
above, the beneficial owner is
the relevant natural person who
holds the position of senior
managing official;
5. In case of a trust, the

identification of beneficial
owner(s) shall include
identification of the author of the
trust, the trustee, the
beneficiaries with fifteen
percent or more interest in the
trust and any other natural
person exercising ultimate
effective control over the trust
through a chain of control or
ownership.
9
3. Data Sheet
Tender Reference T-16017/38/2020-iGOT (Vol III)
Department of Personnel & Training (Client)

Name of Client
Department of Personnel & Training (Client)

Tender Inviting Authority
Defining and detailing a scalable process for FRAC

Job Requirement (Framework for Roles Activities and Competencies) for
Govt. of India
The method of selection is Combined Quality and Cost

Method of Selection Based Selection (QCBS).
The weights given to the Technical and Commercial Bids
are:
Technical = 70% and
Commercial = 30% (Details subsequently in RFQ cum
RFP)
RFQ cum RFP is available on the Central Public

Availability of RFQ cum RFP Procurement Portal (URL: http://eprocure.gov.in).
documents
The RFQ cum RFP is also published on Client’s portal
(https://dopt.gov.in/)
All updates, clarifications and corrigenda (if any) will be
uploaded on both the above-mentioned websites.
Date of issue of RFQ cum RFP

13th September, 2021
Earnest Money Deposit NIL. (However, the bidders need to submit Bid Securing
Declaration (As per Annexure 3).
(EMD)
The Bidders shall also submit the original signed and
stamped Integrity Pact as part of an envelope titled “Integrity
Pact, Authorization Letter & EMD (Bid Securing Declaration)”
before the last date of submission of bid, as per dates
mentioned in the Data Sheet, failing which, the Bid submitted
by the concerned Bidder will be liable to be rejected.
10
Date of Commencement of 13th September, 2021
Sale of Tender Document
Last date for Submission of

Pre-Bid Queries 23rd September, 2021 before 13.00 hours at
[email protected]
(Queries received after this time will not be accepted).
All the queries should be received on or before the

Pre-Bid queries to be prescribed date & time, through email only with subject
line as follows:
received only online at: -
“Defining and detailing a scalable process for FRAC
(Framework for Roles Activities and Competencies
including skills) _<Bidder’s Name>”.
The queries should be submitted as per the format
prescribed in Annexure 2, The Pre-Bid queries to be sent
to the following Email Id: [email protected]
Contact Person (Shri Arun Kumar Singh)
Pre-Bid Meeting and Venue 24th September, 2021 at 11.00 hours

Link for the meeting will be published on the CPP Portal and
DoPT website at least 3 days before the Pre-Bid Meeting.
Last Date and Time for

20th October, 2021 by 16.00 hours
receipts of tender bids
Opening of Technical Bids

21st October, 2021 at 17.00 hours
Will be informed subsequently to eligible & technically

Opening of Commercial Bid
qualified bidders.
Block 04, 3rd floor, Old JNU Campus, New Mehrauli
Road, New Delhi-110067
Email address
[email protected]
Address: Department of Personnel & Training

Block 04, 3rd floor, Room No.305, Old JNU Campus, New
Mehrauli Road, New Delhi-110067
11
4. Project Background and Introduction to FRAC
India is on the cusp of major transformation. To meet the needs and aspirations of Indian public
which vastly consist of a young population, India needs to achieve and sustain a high rate of
GDP growth. Civil Service Reforms have been identified as one of the key pillars to meet the
changing needs of the country, with a focus on molding a fit-for-future civil service that can
deliver to larger social and economic mandates. In order to achieve this vision, it is imperative
that the civil service officials across the country have the right set of attitudes, skills and
knowledge, (grouped together and referred to as “competencies”) to deliver their role more
effectively, emphasizing the adoption of a fresh approach towards competency development. In
line with this, the National Programme for Civil Services Capacity Building (NPCSCB) has been
envisaged, a key strand of which is FRAC – a competency framework.
Need for a Competency Framework Approach

National Programme for Civil Services Capacity Building highlights the importance of a
competency framework, both for capacity development as well as for Role based functioning
and Capacity building of Civil Services. There is also an emerging consensus about the critical
role that professional competencies of civil service officials play in social and economic
development, with countries across the globe adopting a competency framework approach to
capacity building and workforce planning in the public sector.
Recognizing the trends in civil service reforms, the strategic and operational need for a
competency approach and the Training Policy mandate to shift to competency driven capacity
building, a Competency Dictionary was published by Department of Personnel & Training
(DoPT) in 2014, in collaboration with UNDP. Since its release, continuous efforts have been
made to garner its adoption across the government and evaluate its impact, as well as develop
similar frameworks for more technical competencies in domain and functions, all of which
presented the need to significantly enhance the existing framework. Further, it is also well
acknowledged that the competencies which are required to govern are changing with the
emergence of technology, new ways of working, and an increased focus on specialization. The
unique challenges and opportunities in India, along with an unprecedented digital penetration
and IT literate workforce, have necessitated the creation of a framework that is unique to the
world and has not been attempted before. Thus, in the past one year, the Framework of Roles,
Activities and Competencies (FRAC) has been conceptualized as a more comprehensive and
evolutionary competency framework, fit-for-use by the Indian Civil Service.
Salient Features of the Framework of Roles, Activities and Competencies
For every government post, there are roles; each role has activities associated with it;
accomplishing each activity needs certain competencies. FRAC will map the roles and activities
corresponding to every government position with their desired competencies (across behavioral
attributes, functional skills and domain knowledge). Each competency will have multiple levels
of proficiency, organized in a stepped manner depicting gradual progression from one level to
the other. Thus, as civil service officials progress in their career, it is desirable that they gain
new competencies and evolve.
Through the framework, civil service officials will have visibility of the roles, activities and
competencies required to effectively deliver on the outcomes expected from them with respect
to their current or future positions in government. This will enable establishment of testing
12
arrangements to assess the extent to which a person occupying a position has these
competencies and consequently determine the competency gaps that need to be addressed.
Largely, this will be done through iGOT Karmayogi an online comprehensive learning platform
cum marketplace, linked to FRAC.
Envisaged as a two-sided platform – with FRAC on one end, and competency building products
(such as courses, workshops, video tutorials and other learning content) on the other – iGOT
Karmayogi will enable tailored competency development for all civil services. A key implication
of the marketplace is that every single competency building product will be linked to one or more
competencies required by the civil service – thus enabling addressal of competency gaps. Other
activities that will be performed on iGOT Karmayogi, with FRAC as the basis will include work
allocation and vacancy fulfillment, and as the platform and FRAC evolve, additional linkages
with personnel processes may be made.
iGOT Karmayogi-the digital learning platform
Along with the development of a competency framework, the Client is also developing iGOT
Karmayogi, a comprehensive online learning platform that will enable the Government
Departments and training institutions to deliver training in online, face-to-face and blended
manner.
iGOT Karmayogi is a digital learning platform aimed at promoting capacity development among
civil services. iGOT Karmayogi is not merely an online, face-to-face and blended learning portal.
It is a solution built to be ‘fit for purpose’ to meet the exact learning needs of the civil services. It
creates an environment of continuous, frictionless, guided learning for any official, where she
can have 24x7 visibility on her learning gaps and overall professional development. By enabling
a shared learning architecture, the platform allows officials, departments, managers and training
institutions to cross leverage courses, other learning resources and competency testing
arrangements. While iGOT Karmayogi brings the responsibility of learning to the learner, it also
provides mechanisms by which departments and managers can guide, monitor and mentor
officials in their capacity development journey.
Designed to bring the larger vision of a digital backbone for learning to life, iGOT Karmayogi will
be an evolving and scalable platform. The iGOT Karmayogi comprises of three layers which
come together to give the user and departments a seamless learning ecosystem. The layers
have been depicted in the diagram below
iGOT Karmayogi Learning Platform
Content Marketplace
Digital Platform
Framework of Roles, Activities and Competencies including skills

(FRACs)
Focus on
Guiding Principles
Democratizing learning Frictionless user onboarding
Removing for government Well defined yet flexible Design for
Silos and platform interactions Scale
officials Roles and Interactions
Omnichannel experience 13 Marketplace design to
Data-driven guided Facilitative onboarding
to users across all ease procurement of
and adaptive of department and
interactions courses
learning paths states
FRAC Layer:
o The iGOT Karmayogi platform will have the FRAC Data Structure encoded in it, so that
the critical platform operations, including learning path, learning recommendations,
assessments, etc. are guided by the competency requirements. Potentially as a collection
of interconnected Graphs of Roles, Activities and Competencies, the layer will provide a
mechanism for each department to define the FRAC for different positions and set the core
standards of the platform in terms of competencies.
o Aligned to the FRAC, the core standards of the platform will be set by the underlying
taxonomy within the platform which will enable codifications of competencies and tagging
to relevant content on the platform.
o Each course, module and item will be tied to competency goals for the learner and there
will be a stepped learning process outlining how each person can improve her competency
in line with her roles and competency requirements for this current and future position
(career pathway).
Digital Platform Layer:
o The core interaction of the learner, department, provider, content and competency will take
place over a digital platform.
This platform can codify courses and allow internal and external providers to provide their
courses on the platform in synchronization with the learner demands and needs.
Content Layer:
o Superior content will drive the success and adoption of the iGOT Karmayogi. For this
reason, course content sourced internally, externally and in many cases developed
specifically for this learning platform, will be critical for its success. Broadly, the content
components will encompass resources, modules, courses and programs, with each of
them building competencies in civil service officials. Hence, a key purpose of the content
layer, is to deliver Competency Building Products (CBP) to civil service officials
o CBP will be informative and will share knowledge. It will also be available in multiple
formats that are engaging to participants on the platform.
Purpose of the RFQ cum RFP

The overall aim of this RFQ cum RFP is to identify and onboard a leading consulting firm
having the institutional knowledge and Resource persons to design and develop the FRAC
(Framework of Roles, Activities & Competencies) for the Department of Personnel & Training
(hereinafter referred to as Client). The envisaged process of FRACing has been further
elaborated upon in Section 5.
14
5. FRAC Process – an Overview
As detailed earlier, FRAC is envisaged as a fit-for-purpose competency framework for the Indian
civil service, enabling a shift towards – (a) role-based capacity development and (b) strategic
management of public sector personnel. This section provides an overarching view of the
envisaged process for FRACing (including digitization of FRAC on iGOT Karmayogi). It is critical
to note that FRAC is envisaged as an ever-evolving framework that captures new competency
needs as and when they arise.
Broadly, the FRACing process can be divided into three steps:
Key Steps of the FRAC Process
A. Designing and Detailing FRAC, at the Institute of Secretariat Training & Management
The Institute of Secretariat Training & Management (ISTM) has been identified as the nodal
agency for operationalizing FRAC and it will host a specialized unit, the FRAC Centre of
Excellence (FRAC CoE) which will play a critical role to ensure standardization, replication
and evolution of FRAC. Key steps in the FRACing process will include –
▪ Developing the overall strategy for FRAC through assessment of global practices, testing
of hypothesis in the local context, focused group discussions and workshops with
thought leaders and industry experts
▪ Preparing a basic template for FRAC – comprising of an initial base of common positions
and their mapped roles, activities and competencies (functional and behavioral).
▪ Common positions referred to the positions in the departments of Government of India,
across groups A, B and C, like Section officer, Scientist, Joint Secretary etc. (study of
organograms of the different Government of India departments will provide an idea about
the common positions. This will involve studying the organization structures, work
allocation documents etc. at different Departments and subsequently sharing
questionnaires/ surveys with various departments to collect and classify the inputs.
▪ Preparation of standard operating procedures, standard toolkits, sample questionnaires,
standard output templates etc. to enable operationalization of FRAC at Departments.
B. Operationalizing FRAC at Departments

For each competency identified through FRAC (across behavioural, functional and
domain competencies), a GoI Department will be identified as the competency owner.
DoPT has been identified as owner of all behavioural competencies and will start with
the Competency Dictionary of 2014 as the base, review it suitably and operationalize it;
and relevant competency owners will also be identified for various domain and functional
competencies. Every Department will set up a Capacity Building Unit (CBU) which will
work closely with FRAC CoE at ISTM (through the FRAC Sub-Units) and will be
supported by the institutional structure hosting iGOT Karmayogi. The Capacity Building
Units will be responsible for all aspects of the larger Capacity Building Programme, as
15
well as the Departmental rollout of FRAC. A FRAC sub-unit from the FRAC CoE will
support the Capacity Building Unit in the FRAC rollout, along with certified consultants
who will be empaneled and certified by the institutional structure hosting iGOT
Karmayogi. Key steps in the FRACing process will include –
1. Establishing Departmental FRACing team, comprising of Capacity Building Units
and certified consultants
2. Finalizing Departmental goals for the next 3 years and obtaining approval of the
competent authority in the Department. Since FRAC seeks to transform
processes in the government and is envisaged as a living document, emphasis
is placed on accurately representing the role-activity-competency mapping for
each position, for a period of three years
3. Assessing organization to map the organization structure and work processes,
document work allocation across positions, tag roles to positions and break roles
into activities etc.
4. Continuously enhancing analysis through workshops, questionnaires, role clarity
discussions, feedback from Employers etc. to ensure alignment of FRAC with
Client
5. Preparing directories and dictionaries that define and document positions, roles,
activities and competencies for the organization, by leveraging templates
provided by ISTM. The standardization and consistency in nomenclature will
enable integration with iGOT Karmayogi
6. FRAC will, going forward, determine the work allocation and vacancy fulfillment
in Departments, ensuring that vacancies and duty charts are linked to suitable
competencies. Departments will hence prepare an update duty charts and
vacancies by following suitable workflows in the FRAC module in iGOT
Karmayogi.
Interaction between FRAC CoE & FRAC Sub Units at ISTM and the CBUs at the Departments.
The 12 steps of FRACing are as under:
16
17
The draft Framework of Roles, Activities and Competencies (FRAC) document,
(including FRACing process) is attached in Annexure 14. The bidders are expected to
provide their own understanding and prospective for carrying out FRACing process at
the time of submission of bid for carrying out the assignment.
C. Technical Codification of FRAC on iGOT Karmayogi

While FRAC is being developed in the Clients, parallelly work will happen to create a
digital framework to encode FRAC on iGOT Karmayogi platform. The FRAC template
created by ISTM will be represented on iGOT Karmayogi, with functional and
standardized forms enabling Clients to enhance and add roles, activities and
competencies. This digitized FRAC will capture all relevant details required for
competency mapping. This activity will be undertaken by the institutional structure where
iGOT Karmayogi will be hosted and a FRAC module will be implemented.
18
6. Scope of Work - Defining the Strategy for FRAC
and designing the Processes, Tools and
Templates
This RFQ cum RFP aims to onboard an agency with extensive experience in HR consulting
and competency development to work closely with the DoPT, ISTM and iGOT team to set up
and operationalize the FRAC Center of Excellence (FRAC CoE) and develop Strategy and
Operating Processes for FRAC.
Of the three-step FRAC process as defined earlier, the scope primary deals with the first step
as shown below:
Technical Codification of FRAC in iGOT Karmayogi
6.1 Decoding and Modelling FRAC: Defining Components

▪ On the basis of overall strategic intent and global best practices, conduct research (on
other competency frameworks) and workshops to define the standard interpretation of
FRAC. It will comprise of standard definitions with examples for
i. Positions
ii. Roles
iii. Activities
iv. Competencies
Validate the finalized definitions for roles, activities and competencies and validation
of the process, Templates and tools for each step in the process and registration with
the client project team (Client officials or as specified).
For every government position, there are roles; and each role has activities and
competencies associated with it. FRAC is a mapping of the three constructs (roles,
activities, and competencies), supported by knowledge resources for every
government position.
A position is the designation and location of an individual in an organisation, tasked
with a set of roles. Roles are a set of sequential activities carried out to complete a
defined objective or outcome. Every individual activity within a role, is thus an action
taken to contribute towards successful completion of the
objective/outcome. Knowledge resources are artefacts (such as documents,
manuals, policies, software etc.) informing and guiding the actions of officials.
19
Finally, competencies are a combination of attitudes, skills, and knowledge required
for successful performance. FRAC defines three types of competencies –
Behavioural competencies are a higher order of behaviours applicable across the
government. They describe the values and strengths that help officials perform
effectively. These include attitudes like problem solving, decision making, networking
etc.
Functional competencies describe the application of skills and knowledge needed to
perform effectively across domains and positions. These include cross-cutting
competencies like project management, time management, communication, writing
etc.
Domain competencies are shared by a ‘family’ of related positions that have common
functions and form a logical career path. These competencies typically focus on a
department or service but may also be relevant for other stakeholders. For example,
officials working at the Central Board of Indirect Taxes and Customs (CBIC) require
competencies in indirect taxation, customs, vigilance planning etc. Although
competencies in indirect taxation may primarily be relevant for CBIC, competencies in
vigilance planning may be critical for DoPT as well.
FRACing is the process by which Departments build a comprehensive and accurate
picture of the relationships and lists of positions-roles-activities-competencies relevant
to them. Its outputs include directories of ministries, departments, users, CBP
providers and knowledge resources and dictionaries of positions, roles, activities, and
competencies.
▪ Prepare the base version of the Registry of Positions, Registry of Roles and
Registry of Activities: For the all the common positions, roles and activities, prepare
the base Registries of Positions, of Roles and of Activities and conduct Role-Activity
mapping for all the Roles in the Registry (creating a Registry of Role-Activity
Mapping). These base Registries will be the foundation on which the detailed
Registries of Positions, Roles and Activities will be complied at the Departments. For
base registry the Bidder will be required to cover 7 identified Ministries/Departments.
The Bidder will be required to study the Organizational Structures, Work Allocation
Documents, etc. of different Ministries to prepare the same. The Bidder will be required
to study the Organizational Structures, Work Allocation Documents, etc. of 7
Ministries/Departments.
▪ Undertake a detailed review of UNDP’s competency framework to ensure the
relevance of alignment of behavioral competencies with the changing context of
Government of India and expected key behaviors from civil servants. Based on the
same, prepare the Dictionary of Behavioral Competencies.
▪ Preparation of base version of the Dictionary of Functional Competencies and
Pilot for Dictionary of Domain Competencies:
▪ Dictionary of Functional Competencies: The base version of Dictionary of
Functional Competencies will have to be prepared based on all functional
20
competency requirements that can be arrived at by the FRAC CoE (this may
involve collaboration with multiple departments of Government of India as will
be advised by the Client) and will include defining complete set of functional
competencies for 7 departments as identified by the Client. The tentative seven
Ministries/departments will be: (1) Ministry of Personnel, Public Grievances &
Pensions (DoPT) (2) Ministry of Health & Family Welfare (Including National
Health Mission) (3) National Highways Authority of India (NHAI) (4) Ministry of
Environment, Forest and Climate Change (Including DG (wildlife) unit)(5)
Ministry of Finance (Department of Economic Affairs) (6) Ministry of Electronics
& Information Technology (7) Ministry of Rural Development- (Including
Mahatma Gandhi National Rural Employment Guarantee Scheme
(MGNREGA) unit. The dictionary thus created is expected to include about 60-
70% of all Functional Competencies required for any role in the Government of
India. It may also be noted that the above mentioned 7 (seven)
Ministries/Departments are tentative and DoPT has the right to modify the
same, based on its requirement.
Dictionary of Domain Competencies: A template for the Dictionary of Domain

Competencies will have to be prepared based on global best practices and
FRAC templates. The same will have to be piloted for its effectiveness,
relevance and validity at two of the 7 departments identified by the Client. The
Bidder will be required to carry out functional competency dictionary for 7
Ministries/ Departments and domain competency dictionary for 2
Ministries/Departments. The bidder will be required to carry out end to end
FRACing exercise for (1) Ministry of Personnel, Public Grievances & Pensions
(DoPT) and (2) Ministry of Finance (Department of Economic Affairs)
▪ Using the base Registries of Roles, Activities, Functional & Pilot dictionaries of domain
Competencies the common positions and roles that exist within Government of India
and create base FRAC exercise model. This will include a detailed articulation of
expected outcomes and accountabilities for every role of the 7 departments:
i. Define role details with the unique responsibilities, coordination and division of
work.
ii. On the basis of the activities to be performed by the role, identify the
competencies and skills required for each role. These competencies and skills
should be elaborated to ensure that the occupant of the position is aware of
his/her responsibilities and his/her superior also aware of the expected
outcomes of the subordinate.
21
iii. Capacity building of the Core Working Group of ISTM Centre of Excellence
(CoE) in using the competency tool-kit to enable them to develop the
Competency Models for their respective departments and cadres. Running TTT
(Train the trainer sessions) for the various stakeholders. The capacity building
/TTT will be carried out for the working group of ISTM, training division, PMU
staff and core team of officers in select Ministries/Departments. An e-learning
course will be developed for TTT and certification purposes.
iv. Develop documents, presentations and other related publications to support

the advocacy and capacity-building (information and communication support)
v. The validation of the given role mapping and profiles will be done by the
relevant stakeholders
Key deliverables:
1. Standard definition of FRAC

2. Registries of Positions, Roles, Activities (base versions)
3. Dictionary of Behavioral Competencies
4. Dictionary of Functional Competencies (base version)
5. Format for Dictionary of Domain Competencies (with pilot in 2 Services)
6. Create base FRAC exercise model (toolkits/templates/Standard Operating
Procedures/ questionnaires)
7. Capacity Building
8. Documentation
9. Validation
22
6.2 Templatization of FRAC and Defining Standard
Operating Procedure for Operationalizing FRAC at
Departments
1. Define Standard Toolkits, Questionnaire, Standard Operating Procedure and Standard
Templates for operationalizing FRAC:
On the basis of the strategy and base FRAC:
▪ Design suitable toolkits for developing FRAC components in a standardized
manner.
▪ Design standard questionnaires, Operating Procedures etc., to guide the
Departments in their FRAC journey.
▪ Frame role specific questionnaire to capture the Domain/ Departmental
considerations, especially to capture functional and domain competencies and
Department specific Roles and Activities.
▪ Design Standard Templates which can be used by the Departments to prepare
or structure outputs of their activities to ensure standardization across
departments
▪ These questionnaires and ‘rules and tools’ will be made available by the FRAC
CoE and will be critical in ensuring consistency and efficiency in
operationalization across the ecosystem and providing stakeholders with the
support to build internal capabilities.
▪ The validation of the standard tools, templates and questionnaires will be done
by key stakeholders in FRAC CoE
2. It is important that the tool-kit developed should have a high degree of reliability and
validity. Hence it is expected to develop a proof of concept for the tool kit through
deployment across couple of Ministries/Departments as suggested by DoPT. The
feedback obtained through this process should be used for further refining of the tool-
kit. Experience in agile methodology and design-thinking will be critical.
3. FRAC Knowledge Management Framework

▪ Define, design and implement a knowledge management and knowledge transfer
model to enable the Client’s FRAC capability building units to carry on the
exercise
▪ Finalize a mechanism to communicate changes/ reviews in the central policy of
FRAC to the respective stakeholders and Clients
4. Finalize the sustainability plan to maintain the relevance and currency of
▪ Positions, Roles, their activities and competencies required
23
▪ Standard tools, templates and questionnaires and frequency in which the update
happens
5. Guidance on Composition of Capacity Building Units in Departments:
▪ High level Operating and Governance Model for CBU
▪ Identify and frame roles and responsibilities for CBU resources
6. Framework for Monitoring and Certification of FRAC Process in the Departments/ SBU:
▪ Define, design and implement a framework for continuous process audit &
effective monitoring the performance of the FRAC process at the Departments
and a model for certification of FRAC outputs at Department level with guidelines
on certification frequency and process
▪ Understand the certification requirements for FRAC so that the certification stream
can be launched in tandem as the process and templates for FRAC exercise is
approved.
Key deliverables:
1. Standard FRAC Toolkits/ SoPs, Questionnaire and Templates for FRAC at

Departments
2. Provide Department of Personnel & Training (DoPT) with comprehensive competency
tool-kit consisting of but not limited to the following components:
o Standardized operating procedure (SOP), standard toolkits, sample
questionnaires, standard output templates etc. for carrying out the FRAC process
in any department/ministry
o Overall competency framework with a standard competency dictionary
o Competency requirement questionnaires to be administered during the process
o Thematic analysis and competency clustering
o Guidelines on validation process and toolkit
o Presentation material for Train the trainer session
3. Proof of Concept by running the tool-kit for 2 ministries and submit the competency
dictionary
4. Conduct 10-15 Train the Trainer full day workshop on FRAC toolkit and process
6. Monitoring and Audit framework for FRAC process outputs at Departments
7. FRAC Sustainability Plan
24
6.3 Define Functional Requirement Specification for the
FRAC components in iGOT Karmayogi
1. For the iGOT Karmayogi Platform to be complete, it will have to onboard the different
FRAC components to eventually link the capacity development activities with the
Competency Framework. Bidder to prepare a Functional Requirement Specification
document (FRS) to capture the functional requirement of encoding FRAC on iGOT
Karmayogi, including the Dictionaries, the Registries, and functional and standardized
forms enabling Clients to enhance and add roles, activities and competencies. This
FRS will have to be designed in a way that it can be used by the Client to define the
Scope of Work for the Technical Vendor implementing iGOT Karmayogi and will be at
a level of detail such that the Technical Vendor will be able to reasonably estimate
effort.
Key deliverables:
1. FRS document for FRAC

2. Help technical team in preparation of Functional specification document related to
FRAC for iGOT Karmayogi
6.4 Building Capacity for FRAC CoE and FRAC subunits

1. Review the following for the FRAC CoE
i. Organizational structure
ii. Key accountabilities
iii. Skill and resource requirements
2. Conduct capability building sessions for officials at the FRAC CoE (including officials
of ISTM) to build their capability to enable design, and monitoring of FRAC design,
templatization implementation and improvement independently
3. Conduct capability building sessions for the resources of FRAC Sub-Units. The FRAC
Sub-Units will work closely with the Departments (Capacity Building Units in the
Departments) in the FRACing activities in the Departments based on the Operating
Processes defined by the FRAC CoE.
4. Design tool kits, communication charters and training/ capability building materials for
sustainable, self-paced capability development of FRAC CoE and FRAC subunits
officers
Key deliverables:
1. Capacity building of FRAC CoE and Subunits (Refer Point No 11 in 7.1 High Level
Timelines)
25
The consultant should consult with DoPT, ISTM and iGOT team to understand the overall
intent of program and process of FRAC envisioned. The firm should have strong Project
management capability given the complex nature of the activity. In order to understand the
overall eco-system, it is expected that the firm deploys HR experts with prior experience in
working within government projects and Subject Matter experts who have an in-depth
knowledge of how government ministry and departments work.
Summary of Key Deliverables:

1. Standard definition of FRAC
2. Registries of Positions, Roles, Activities (base versions)
3. Dictionary of Behavioral Competencies
4. Dictionary of Functional Competencies (base version)
5. Format for Dictionary of Domain Competencies (with pilot in 2 Services)
6. Create base FRAC exercise model (toolkits/templates/Standard Operating
Procedures/questionnaires)
7. Capacity Building
8. Documentation
9. Validation
10. Standard FRAC Toolkits/ SoPs, Questionnaire and Templates for FRAC at
Departments
11. Provide Department of Personnel & Training (DoPT) with comprehensive competency
tool-kit consisting of but not limited to the following components:
o Standardized operating procedure (SOP), standard toolkits, sample
questionnaires, standard output templates etc., for carrying out the FRAC
process in any department/ministry
o Overall competency framework with a standard competency dictionary
o Competency requirement questionnaires to be administered during the process
o Thematic analysis and competency clustering
o Guidelines on validation process and toolkit
o Presentation material for Train the trainer session
12. Proof of Concept by running the tool-kit for 2 ministries and submit the competency
dictionary
13. Conduct 10-15 Train the Trainer full day workshop on FRAC toolkit and process
15. Monitoring and Audit framework for FRAC process outputs at Departments
16. FRAC Sustainability Plan
26
17. FRS document for FRAC
18. Help technical team in preparation of Functional specification document related to
FRAC for iGOT Karmayogi
19. Capacity building of FRAC CoE and Subunits
27
7. Project Duration and Timelines
The overall project duration is 1 (one) year, the consultant shall make the assessment of
support personnel both technical and administrative to undertake the Assignment. Additional
support and administrative staff shall be provided as needed for the timely completion of the
Assignment within the total estimated cost. It is stressed that the time period for the
Assignment indicated in the TOR should be strictly adhered to.
7.1 Timelines
S. Time in Months (T: Date of
Activity/ Deliverables
No. Commencement)
Decoding and Modelling FRAC: Defining Components
1 Standard definition of FRAC T+0.5
Registries of Positions, Roles, Activities (base

T+3
2
versions)
Dictionary of Behavioral Competencies
Format: T+2
Benchmarking with leading practices on
Final Dictionary (including
behavioral competency. Codifying common amendments to Format): T+6
3 competency based on existing job descriptions

across departments & ministries
Dictionary of Functional Competencies (base

Format: T+2
version) Benchmarking with leading practices
Final Dictionary (including
4 on behavioral competency. Codifying common amendments to Format): T+8
competency based on existing job descriptions
across departments & ministries
Format: T+3
Format for Dictionary of Domain Competencies
5 Dictionary for 2 Department as Pilot
(with pilot in 2 Departments) (including amendments to Format):
T+10
Templatization of FRAC and Defining Standard Operating Procedure for

Operationalizing FRAC at Departments
Standard FRAC Toolkits/ SoPs, Questionnaire
6 T+5
and Templates for FRAC at Departments
28
T+7 (Initial Monitoring & Certification
Monitoring and Certification framework for Process)
7
FRAC process outputs at Departments T+11 (Complete Certification
Process)
FRAC Knowledge Management Framework
T+11
8
FRAC Sustainability Plan
T+7 (Initial Monitoring & Certification

Monitoring and Certification framework for Process)
9
FRAC process outputs at Departments T+11 (Complete Certification
Process)
Define Functional Requirement Specification for the FRAC components in iGOT

Karmayogi
Define Functional Requirement Specification T+8

10
for the FRAC components in iGOT Karmayogi
Building Capacity for FRAC CoE and FRAC Sub Units
Ongoing from 5th month (At least 2

11 Capacity building of FRAC CoE and Sub Units sessions a month and at least 8
sessions in 12 months)
Suggestions to Technology team on changes
12 T+11
within system required for operationalizing
FRAC and better linkages
Deliverable: System Improvement document
Train the trainer sessions for core iGOT team
13 Upto T+11
and other CTI and CCAs along with collaterals
and knowledge management approach for
sustenance and acceptance of the concept
across stakeholder
Deliverable: 10 – 15 full day workshops and
knowledge management/sustainability plan
Hand Holding and transition support to client
14 T+12
Note: The timelines provided here represent the end dates when the corresponding activity
needs to be accomplished. These are recommended timelines and will be finalized through
mutual agreement between the Bidder and the Client. The Bidder may take the timelines as a
guidance and may propose to complete an activity much earlier than the deadline compared
to what has been mentioned in the timeline for that activity.
29
8. Minimum Resource Requirement
1. The Bidder needs to deploy suitable resources for this project. This section
provides the minimum resource requirements for this engagement (“mandatory
resources”), which needs to be adhered to mandatorily. It may be noted that the
resource details are the minimum requirements and the Bidder may bring in
additional resources if it so desires to meet the Scope of Work as mentioned in
this RFQ cum RFP.
2. For the mandatory resources identified below, the Bidder is required to submit the
resume of the proposed resources in the Technical Proposal which will also be
evaluated as per the Technical Evaluation Criteria mentioned in this RFQ cum RFP.
It may be noted that the bidders are required to submit the resume of the proposed
resources as per requirements laid down in Section 8. The bids which do not fulfill this
condition will not be eligible for Technical Evaluation.
3. The Client expects that the resources proposed will actually be deployed and be part
of the project team. The Client does not encourage replacement of resources by the
Bidder unless it has been explicitly asked for by the Client. If, however, due to some
pressing needs, the Bidder proposes a replacement of resource during the course of
the project, the proposed resource shall have similar/ better profile as compared to the
resource being replaced with regards to Academic Profile, Relevant Work Experience
and Relevant Technical Expertise. The Client may, at its discretion, evaluate one or
more profiles proposed by the Bidder as replacement and the replacement resource
may be onboarded only after the Client provides its formal go ahead. Also, refer to the
SLAs and penalties on resource replacement.
4. If a resource is being replaced, either by the Bidder directly or on instructions of the
Client, the replacement resource will have to be onboarded 3 working days before the
relieving resource exits, and the Bidder should ensure at least 3 days of transition
between the incoming and outgoing resource.
5. The Client reserves the right to interview resources proposed by the Bidder and assess
suitability of the resources for the roles mentioned.
6. All resources deployed by the Bidder will have to carry their own laptops, and no
desktops/ laptops shall be provided by the Client. It is required that the laptops of the
resources meet the standard security specifications and requirements of Government
of India. The Client, may at its discretion, decide to use its own personal computing
infrastructure. In such a situation, the resources will have to use the devices
provisioned by the Client.
7. Considering the criticality of the Project, Client may, at its discretion, ask for security
30
verification (Police verification) of every/ some resource proposed for the Project and
Bidder needs to comply to the same.
8. All the mandatory resources proposed for the Project need to be dedicated for the
Client only and shall not be shared with other projects.
9. All resources will be required to log an attendance on a daily basis at their respective
reporting location and use Biometric Attendance System wherever present. The
attendance details will have to be shared with Client on monthly basis and will form a
basis of payments. The client may also adopt attendance mechanism as per need of
the project.
10. The deployed resources will be expected to work out of New Delhi, in any premise of
the Client, most likely at office of DoPT, Institute of Secretariat Training &
Management. If resources are required to travel outside of the NCR, the Client will
reimburse the travel and accommodation of the resources, as per the Govt. of India
norms, at Deputy Secretary level.
11. The resources deployed with the Client will follow Government of India published list
of holidays for working days. All resources will be entitled to casual leaves over the
project duration prorated at 1.25 leaves per month, any leaves beyond which will lead
to proportionate reduction on the payment for the concerned resource(s).
12. Below is the list of mandatory resources, highlighting the key positions which the Client
thinks are critical for the Project delivery. The profiles of all the resources proposed
against these positions will be considered for technical evaluation. The Technical
Evaluation Committee will conduct relative scoring of the profiles from the different
Bidders against the requirements mentioned for each of the profiles.
# Mandatory Profiles (Details of profile Number of Deployment % at

requirements below) Resources Client Site
1 Programme Manager and Subject Matter 1 100%
Expert
2 Competency and Organizational Design 1 100%
Expert
3 Competency and Organizational Design 1 100%
Analyst
4 Government Process Expert 1 100%
5 Occupational Psychologist 1 100%
It is also envisaged that an additional pool of the following resources may be required for the
project, they are:
(i) Quality Assurance Expert

(ii) Technology Expert
(iii) Domain Expert
31
8.1 Programme Manager and Subject Matter Expert
Experience Requirement:
• Shall have a minimum of 12 years’ experience with minimum 10 years in HR

Consulting/ large scale HR transformations
• Programme Management Experience: Shall have experience of handling at least 2
large HR Transformation/ Capacity Building/ Organization Development/
Competency/Skill on mapping assignments as Project/ Programme Manager.
• Subject Matter Experience:
o Shall have the experience of working in at least 4 projects with similar scope
(Competency Development/ Skill Development/ Organization Development)
either in private sector or Government
o Shall have experience of leading the upskilling and skills of the future analysis
for at least 2 industries in last 5 years
o Shall have experience of handling at least 1 assignment on large project in area
of Skill Development or Competency Development or related areas in the last
five years with Government/ PSU sector in India
• Academic Qualification Requirements:
o MBA in Human Resources/ Personnel Management/Liberal Arts/Public
Administration or Equivalent from leading institution is mandatory.
o Global certifications in Organization Development or HR Management or
Related areas is preferred
8.2 Competency and Organizational Design Expert

• Shall have a minimum of 10 years’ experience in HR Consulting with minimum 7 years
in areas of Competency/ Skill Development/ Skill Mapping/Organizational
Design/Organization Development
• Role Experience:
o Shall have the experience of working in at least 5 projects involving
development of Competency Framework/ Competency Dictionaries/ Skill
Dictionaries/ Skill – Competency Mapping in the last 5 years with a minimum
of one such work-related assignments in Government / PSU sector in India
o Shall have experience of leading projects relating to Job Analysis/ Skills of the
future analysis for at least 2 industries in last 5 years
32
o Shall have the experience of designing surveys/ developing survey
questionnaire for at least one project in area related to Competency/ Skill
Development
o Shall have experience of designing at least 1 competency-based technology
platform in the last 3 years
o MBA in Human Resources/ Personnel Management or Equivalent from leading
institution is mandatory.
o Global certifications in Organization Development or HR Management or
Related areas is preferred
8.3 Competency and Organizational Design Analyst

• Shall have a minimum of 6 years’ experience in HR Consulting with minimum 4 years
in areas of Competency/ Skill Development/ Organizational Design/Data Analysis
o Shall have the experience of working in at least 2 projects involving
development of Competency Framework/ Competency Dictionaries/ Skill
Dictionaries/ Skill – Competency Mapping in the last 5 years. Experience of
similar work with Government / PSU sector in India is though not mandatory
but is desirable
o Shall have experience of working in projects involving Job Analysis/ Skills of
the future analysis for at least 2 industries
o Shall have demonstrated knowledge of analyzing data or survey responses to
generate meaningful insights, in at least 2 projects
o MBA in Human Resources/ Personnel Management or Equivalent from leading
institution is mandatory.
o Global certifications in HR Management or Related areas are preferred
8.4 Government Process Expert

• Shall have a minimum of 12 years’ experience in with minimum 8 years in Government
of India/ consulting for Government of India (preferably the Centre)
o Shall have the experience of working in at least 6 projects with Government of
India Clients/ Ministries and shall be aware of government processes, with at
33
least 3 projects pertaining to Government Process Transformation/
Government Process Reengineering
o Shall have strong understanding of the working and structure of Central
Government Clients (at least 3) and the different roles under the Clients
o Shall have experience of working in at least 2 projects for Government/ PSUs
in areas related to Skilling/ Capacity Development/ Change Management etc.
o Post Graduate Degree is mandatory, preferably an MBA
8.5 Occupational Psychologist

• Shall have a minimum of 12 years’ experience with minimum 10 years in HR
Consulting/ Workplace Behavior Design/ Competency Development
• Subject Matter Experience:
o Shall have the experience of working in at least 5 projects with similar scope
either in private sector or Government, and in any of the domains mentioned
below:
▪ Job Analysis
▪ Employee Performance Management & Appraisal design
▪ Employee Psychometry Analysis
▪ Competency Framework Design and Development
o Shall have experience of handling at least 1 assignment on large project in area
of Skill Development or Competency Development or related areas in the last
five years with Government/ PSU sector in India
o Experience in leading Civil servants’ capability building strategy/ competency
development for Civil Servants in India or abroad in last 8 years is preferable
o MA/ PhD in Psychology with specialization in Occupational Psychology
o Global certifications in Occupational Psychology or Related areas are preferred
34
9. Service Level Agreement
The Service Levels mentioned below are expected to be delivered by the Bidder during the course of the Project. This Service Level Agreement
between the Client and the successful Bidder will become part of the Agreement signed between the two parties.
a. The SLA parameters will be monitored and reported on a monthly basis to the Client, and the Client may, at its discretion, audit the same
through any agency appointed by it.
b. Liquidated Damages will be calculated on a monthly basis and will be deducted from the monthly payment to be made to the Bidder. If the
selected Consultant fails to complete the Assignment, within the period specified under the contract, the consultant shall pay to the Client,
fixed and agreed liquidated damages, and not as penalty, @ 1% of the contract fees for each week of delay or part thereof. The aggregate
of liquidated damages payable to the Client under this clause shall be subject to a maximum of 15% of the total contract fees.
c. Liquidated damages will be imposed only where the fault is solely attributable to the Bidder. There will be instances that a breach in the SLA
takes place because of no fault of the Bidder. In such cases, Client may, in its sole discretion, in writing, relax any penalties/ LDs imposed on
the Bidder, provided the Bidder submits a comprehensive explanation establishing that it is not in fault.
# SLA Parameter Definition & Target Service Level Liquidated Damages
1. Team mobilization) The Bidder is expected to mobilize the Commencement

and commencement team for Commencement of work for of work within 15 Time to Commence
Liquidated damages
of work this project within 15 days of receipt of days of receipt of Work from WO
work order. Commencement of work will work order <=14 days 0
happen when all mandatory resources >14 days and <=21 2.5% of the payment
proposed by the Bidder reports for duty days amount for Month 1
assuming 100%
at the Client’s designated premises for deployment of
project implementation. resources
> 21 days 5% of the payment
amount for Month 1
assuming 100%
deployment of
resources
2. Change in any of the Mandatory resources deployed with the No Deviation For every instance of a resource replacement, a
named Mandatory Client will be the same as what has deduction of 10% of monthly cost of the resource
Resources during been proposed as part of the Technical concerned will be made.
the duration of the Proposal.
Project
3. Deliverables in 12 Completion of assignment and No Deviation If the selected Consultant fails to submit all
months period submission of all deliverables as per deliverables within the time period specified under
scope of work. the contract (unless specific exemption is given for
reasons beyond consultant’s control), the
consultant shall be liable to pay to the Client, fixed
and agreed liquidated damages, maximum of 15%
of the total contract fees.
Note: Days will mean calendar days
36
10. Instructions to Bidders
10.1 Eligibility
Bids can be submitted by any Agency with expertise in Human Resource Consulting and
Consulting for Government. For details on Eligibility, kindly refer to the Pre-Qualification
Criteria.
10.2 Bid Preparation Cost

The Bidder shall bear all costs incurred in connection with participation in the RFQ cum RFP
process, including, but not limited to, costs incurred in conduct of informative and other
diligence activities, participation in meetings/discussions/presentations, preparation and
submission of bid, in providing any additional information required by the Client to facilitate the
evaluation process, and in negotiating a definitive contract or all such activities related to the
bid process.
The Client will in no case be responsible or liable for these costs, regardless of the conduct or
outcome of the entire Bidding Process.
10.3 Earnest Money Deposit (EMD) (Bid Securing

Declaration)
a. The bidder shall furnish along with its bid, a Bid Securing Declaration as mentioned in
the data sheet, the same is to be provided as per the format specified under Annexure-
3 in this document.
b. The Bid Securing Declaration shall be valid for a period of forty-five (45) days beyond
the validity period of the RFQ cum RFP. As validity period of RFQ cum RFP is 180
days, the Bid Securing Declaration shall be valid for 225 days from Technical Bid
opening date. “Day” means calendar day.
c. The bid submitted without Bid Securing Declaration Form will be rejected without
providing any further opportunity to the bidder concerned.
d. The bidder shall extend the validity of the offer and Bid Securing Declaration Form on
request by Client.
10.4 Integrity Pact
The Bidder is required to enter into an Integrity Pact with the Client. For this, the Bidder
shall submit the original signed and stamped Integrity Pact as part of an envelope titled
“Integrity Pact, Authorization Letter & EMD (Bid Securing Declaration)” as per dates
mentioned in the Data Sheet above, failing which, the Bid submitted by the concerned
Bidder will be liable to be rejected. The format for the Integrity Pact is provided in Annexure
2 of this RFQ cum RFP.
10.5 Pre-Bid Meeting and Clarifications:

Pre-Bid Meeting
a. Client shall hold a pre-bid meeting with the prospective bidders as mentioned in “Data
Sheet”.
b. The Bidders will have to ensure that their queries for Pre-Bid meeting should reach the
officer(s) mentioned in this document by email in Excel format as given in the Data
Sheet.
c. The queries should necessarily be submitted as per format in Annexure –1.
d. Client shall not be responsible for ensuring that the bidders’ queries have been
received by them. Any requests for clarifications after the indicated date and time may
not be entertained by Client.
Responses to Pre-Bid Queries and Issue of Corrigendum
a. Client will endeavor to provide timely response to all queries. However, Client makes
no representation or warranty as to the completeness or accuracy of any response
made in good faith, nor does Client undertake to answer all the queries that have been
posed by the bidders.
b. At any time prior to the last date for receipt of bids, Client may, for any reason, whether
at its own initiative or in response to a clarification requested by a prospective Bidder,
modify the RFQ cum RFP Document by a corrigendum.
c. The Corrigendum (if any) & clarifications to the queries from all bidders will be posted
as per the details given in Data Sheet.
d. Any such corrigendum shall be deemed to be incorporated into this RFQ cum RFP.
e. In order to provide prospective Bidders reasonable time for taking the corrigendum into
account, Client may, at its discretion, extend the last date for the receipt of Proposals.
38
10.6 Submission of proposals
a. A four bid system will be followed for this RFQ cum RFP with a Combined Quality and
Cost Based Selection criterion. The four bids are
i. Integrity Pact, Authorization Letter and EMD (Bid Securing Declaration)
ii. Pre-Qualification Bid
iii. Technical Bid and
iv. Commercial Bid. For submission dates, kindly refer to Data Sheet in the RFQ
cum RFP.
b. This RFQ cum RFP process will be administered through the Central Public
Procurement Portal (URL: https://eprocure.gov.in/eprocure/app). The Bidders are
required to submit soft copies of their proposals electronically on the CPP Portal, using
valid Digital Signature Certificates of officer duly authorized to submit the bid. More
information for submitting the Bids online on the CPP Portal may be obtained at
https://eprocure.gov.in/eprocure/app
c. All the pages of the Bid must be sequentially numbered and must contain the list of
contents with page numbers. Any deficiency in the documentation may result in the
rejection of the Bid. Failure to submit the Bid on time could cause a bid to be rejected.
The Client will not accept delivery of the Bid by fax/e-mail or any other electronic/non-
electronic means other than uploading on the Central Public Procurement Portal (URL:
https://eprocure.gov.in/eprocure/app).
10.7 Bid Format

Bidder shall submit their bids in the format mentioned in the following sub-sections. Bids
not submitted in the prescribed formats will be liable for rejection. If a format for
specific document is not provided for in this RFQ cum RFP, the document shall be
submitted in a format that makes it legally valid / binding on the Bidder and that is
acceptable to the Client. In any event, the Client shall have the right to seek clarifications,
modifications etc. on the document submitted by the Bidder and the Bidder shall be
obliged to provide such clarifications and modifications within the timelines specified by
the Client.
39
10.7.1 Cover 1 - Integrity Pact, Authorization Letter and EMD (Bid Securing
Declaration)
Section No. Section Heading Details
Section 1 Integrity Pact Scanned Copy of the Integrity Pact. Details in
Annexure 2
Section 2 EMD (Bid Securing Scanned Copy of the EMD (Bid Securing Declaration).
Declaration) Details in Annexure 3
Section 3 Authorization Letter Scanned copy of Authorization Letter/ Power of

Attorney duly executed by Bidder in favor of
Authorized Signatory signing the bid or a Board
Resolution authorizing the Authorized Signatory to
sign the bid.
Section 4 Certificate under Rule 144 Certificate under Rule 144 (xi) in General Financial
(xi) in General Financial Rules (GFRs), 2017 as per Annexure 13.
Rules (GFRs), 2017
10.7.2 Cover 2 - Pre-Qualification Bid Format

Section 1 Pre-Qualification Bid Covering As per format provided in Annexure 4
Letter
Section 2 Profile of the Bidding FirmsAs per format provided in Annexure 5
Section 3 Pre-Qualification Criteria Pre-Qualification criteria table as mentioned
with response and reference against each
criterion
Citations to be provided in the format as in
Annexure 6
Section 4 Power of Attorney / Copy of Power of Attorney duly executed by Bidder in
Board Resolution favor of Authorized Signatory signing the bid or
a Board Resolution authorizing the Authorized
Signatory to sign the bid.
Section 5 No Deviation Certificate As per format provided in Annexure 7
10.7.3 Cover 3 - Technical Bid Format

Section 1 Technical Bid Covering Letter As per format provided in Annexure 8
Section 2 About Bidder Details of the Bidder
Response to be in line with the requirements
of Technical Evaluation Criteria.
Section 3 Technical Evaluation Criteria
Citations need to be provided in the format as
in Annexure 6
40
Clearly furnish two sections as mentioned in
Section 4 Approach and Methodology
the Technical Evaluation Criteria
Organization Structure & Key As per format provided in Annexure 9 of this

Section 5
Resources RFQ cum RFP.
10.7.4 Cover 4 - Commercial Bid

Section 1 Commercial Bid Covering Letter As per format provided in Annexure 10
Section 2 Commercial Bid As per the format provided in Annexure 11
The Bidders shall give the required details of all applicable taxes, duties, other levies and
charges etc. in respect of provision of goods and services under this RFQ cum RFP. The
Bidder should refer to the Cover Letter for the commercial bid for details.
A Bid submitted with an adjustable price quotation will be treated as non-responsive and
rejected. Bidder should study the clauses under Payment Terms and Conditions of this RFQ
cum RFP while finalizing the commercial bid.
10.8 Language
The bid and all related correspondence and documents in relation to the bidding process shall
be in English language only.
10.9 Late Bids

Bids received after the due date and time as specified in the Data Sheet for any reason
whatsoever, shall not be entertained by Client.
10.10 Clients’ Right to terminate the Process

The Client may terminate the RFQ cum RFP process at any time and without assigning any
reason. The Client makes no commitments, express or implied, that this process will result in
a business transaction with anyone. The Client will not be liable in any way to any person in
case of termination of this Bid process except that if the EMD (Bid Securing Declaration) has
been received from the Bidder prior to such termination, the EMD (Bid Securing Declaration)
will be returned as promptly as possible to the respective Bidders.
41
10.11 Acceptance of Terms & Conditions
By responding to this RFQ cum RFP, bidders submit and confirm their acceptance to the
Terms and Conditions of this RFQ cum RFP.
10.12 Disqualification
The bid is liable to be disqualified in the following cases or in case bidder fails to meet the
bidding requirements as indicated in this RFQ cum RFP:
▪ Bid not submitted in accordance with the procedure and formats prescribed in this
document or treated as non-conforming bid.
▪ During validity of the bid, or its extended period, if any, the bidder increases its quoted
prices.
▪ The bidder’s bid is conditional and has deviations from the terms and conditions of RFQ
cum RFP.
▪ Bid is received in incomplete form.
▪ Bid is received after due date and time.
▪ Bid is not accompanied by all the requisite documents.
▪ Information submitted in technical bid is found to be misrepresented, incorrect or false,

accidentally, unwillingly or otherwise, at any time during the processing of the contract (no
matter at what stage) or during the tenure of the contract including the extension period if
any.
▪ Financial bid is enclosed with the same folder as technical bid.
▪ Bidder tries to influence the bid evaluation process by unlawful/corrupt/fraudulent means

at any point of time during the bid process.
▪ In case any one bidder submits multiple bids unless additional bids are withdrawn upon
notice immediately.
▪ Failure of the successful bidder to agree with the Terms & Conditions of the RFQ cum
RFP
42
10.13 Contacting Client
From the time of submission of RFQ cum RFP to the time of awarding the contract, if a Bidder
needs to contact Client for any reason relating to this RFQ cum RFP enquiry and /or its bid, it
should do so only over e-mails as specified in the data sheet.
In case a Bidder attempts to influence Client in its decision on scrutiny, comparison &
evaluation of proposals and awarding the contract, the RFQ cum RFP of the Bidder shall be
liable for rejection in addition to appropriate administrative actions being taken against that
Bidder, as deemed fit by Client.
10.14 Withdrawal of RFQ cum RFP

No bid should be withdrawn after the deadline for submission of RFQ cum RFP and before
expiry of the RFQ cum RFP validity period. If a bidder withdraws the RFQ cum RFP during
this period by any means, it will result in the vendor being disqualified from bidding for any
contract with DoPT for a period of one year from the date of notification.
10.15 Authentication of Bids

The Bid should be accompanied by a power-of-attorney in the name of the signatory of the
Bid.
10.16 Deviations
The bidder shall not provide for any deviations in the bid. If Client is of the opinion that the bid
contains any deviation, then Client reserves the right to seek withdrawal of any such deviation
before considering the technical and commercial bid.
10.17 Award of Contract

The contract shall be awarded to the successful Bidder determined basis Combined Technical
and Financial Score as laid down in section 11.3.4 The contract shall be awarded by way of
issuance of Letter of Award (LOA) by the Client and the bidder shall immediately act upon
such acceptance letter.
After signing of the contract/Agreement, no variation in or modification of the terms of the

contract shall be made except by mutual written amendment signed by both the parties.
43
10.18 Contract Period
The terms of contract/agreement shall be for a period of one (01) year. However, the terms &
conditions of the contract/agreement shall be applicable from the date of Letter of Award (LOA)
and the Agency must sign the Contract within 21 days after issue of LOA.
The consultant shall make the assessment of support personnel both technical and
administrative to undertake the Assignment. Additional support and administrative staff shall
be provided as needed for the timely completion of the Assignment within the total estimated
cost. It is stressed that the time period for the Assignment indicated in the TOR should be
strictly adhered to.
The Bidder shall be relieved from its contractual obligation only when all the works and
responsibilities are completely discharged by the Agency in accordance with the terms &
conditions of the RFQ cum RFP/Contract.
10.19 Signing of Contract

The successful bidder will be required to execute an agreement on non-judicial stamp paper
of appropriate value with Client within 21 days of the date of the award letter (LOA). Format of
Contract/agreement is enclosed as Volume 2 of RFQ cum RFP.
In case the successful bidder fails to enter into the agreement with Client within 21 days, the
bidder shall stand disqualified from bidding for any contract with Department of Personnel &
Training (DoPT) for a period of one year from the date of notification.
10.20 Performance Bank Guarantee (PBG)

The successful Bidder shall at his own expense submit to Client an unconditional, irrevocable
and continuing Performance Bank Guarantee (PBG) from a nationalized bank, in the format
prescribed in Annexure 12, payable on demand, for the due performance and fulfilment of the
contract by the bidder.
This Performance Bank Guarantee will be for an amount equivalent to 3% of total contract
value as further detailed in the RFQ cum RFP. Except as otherwise provided in the RFQ cum
RFP, no interest shall be payable on the PBG. In case the project is delayed beyond the
project schedule as mentioned in the RFQ cum RFP, the performance bank guarantee shall
be accordingly extended by the Bidder till completion of scope of work as mentioned in RFQ
cum RFP and six months thereafter.
44
For the successful bidder the Performance Bank Guarantee shall be retained by Client until
the completion of the assignment by the Consultant and be released 180 (one hundred and
eighty) days after the completion of the assignment.
10.21 Certificate under Rule 144 (xi) in General

Financial Rules (GFRs), 2017.
The bid should be accompanied by a certificate for compliance with Rule 144 (xi) in General
Financial Rules (GFRs), 2017 as per certificate provided in Annexure 13.
45
11. Selection Process for Bidder
11.1 Opening of Bids
The Proposals will be opened by the Client in the presence of Bidders or their representatives
who may be present at the time of opening. The representatives of the bidders should be
advised to carry the identity card or a letter of authority from the bidder firms for attending the
opening of the bid.
There will be three bid-opening events
a) Stage 1 Opening: Cover 1 (Integrity Pact & EMD (Bid Securing Declaration)) and Cover
2 (Pre-Qualification bid)
b) Stage 2 Opening: Cover 3 Opening (Technical bid)
c) Stage 3 Opening: Cover 4 Opening (Commercial bid)
The Technical Bids of only those bidders will be opened who clears the Pre-qualification stage.
The Commercial Bids of only those bidders will be opened who score equal to or more than
qualifying marks in the Technical Bid.
11.2 Clarification on Bids

During the bid evaluation, Client may, at its discretion, ask the Bidder for a clarification of its
bid. The request for clarification and the response shall be in writing, and no change in the
price or substance of the bid shall be sought, offered, or permitted.
11.3 Evaluation Process

Client shall evaluate the responses to this RFQ cum RFP and scrutinize the supporting
documents / documentary evidence. Inability to submit the requisite supporting documents /
documentary evidence, may lead to rejection. The decision of the Client in the evaluation of
proposals shall be final. No correspondence will be entertained outside the process of
evaluation with the Client. Client may ask for meetings with the Bidders to seek clarifications
or conformations on their proposals. During the Bid Evaluation, Client reserves the right to
reject any or all the Proposals. Each of the responses/ Proposals shall be evaluated as per
the criteria and requirements specified in this RFQ cum RFP.
46
The steps for evaluation are as follows:
11.3.1 Stage 1: Pre-Qualification

a) Client shall open Cover 1
b) If the contents of the Cover 1 are as per requirements and the EMD (Bid Securing
Declaration) and Integrity Pact in prescribed format have been received in original by
the Client as per the terms of this RFQ cum RFP, the Client shall open “Cover 2”. Each
of the Pre-Qualification conditions mentioned in Section 12 is MANDATORY. In case
the Bidder does not meet any one of the conditions, the bidder will be disqualified.
c) Response to the Pre-Qualification Requirements will be evaluated in accordance with
the requirements specified in this RFQ cum RFP. A checklist must be created with
proper page-wise indexing of all supporting documents.
d) Results of the Pre-Qualification Bid opening will be intimated to bidders.
11.3.2 Stage 2: Technical Evaluation

a) Cover 3 marked as “Technical bid” will be opened only for Bidders who succeed in
Stage 1.
b) The bidders' technical solutions proposed in the bid document will be evaluated as per
the requirements specified in the RFQ cum RFP and technical evaluation framework
as mentioned in Section 13.
Each Technical Bid will be assigned a technical score out of a maximum of 100 marks.
Minimum of 70 marks must be secured by bidder to qualify. Only the bidders who get
an aggregate Technical score of 70 marks or more will qualify for commercial
evaluation stage. Failing to secure minimum marks shall lead to technical rejection of
the Bid and Bidder.
Normalized Technical Score of a Bidder = {Bidder’s Technical Score/ Highest

Technical Score} X 100 (adjusted to 2 decimals)
11.3.3 Stage 3: Commercial Evaluation

a) All the technically qualified bidders will be notified to participate in Commercial Bid
opening process.
b) The commercial bids for the technically qualified bidders will then be opened on the
notified date and time and reviewed to determine whether the commercial bids are
substantially responsive. Bids that are not substantially responsive are liable to be
disqualified at Client’s discretion.
47
c) The Normalized commercial score of the thus qualified bidders will be calculated, while
considering the Total Contract Value given by each of the Bidders in the Commercial
Bid as follows:
Normalized Commercial Score of a Bidder = {Lowest Total Contract Value/ Bidders
Total Contract Value} X 100 (adjusted to 2 decimals)
d) The bid price will include all taxes and levies and shall be in Indian Rupees and
mentioned separately. Taxes will be paid/reimbursed as per the terms of the
Agreement.
e) Any conditional bid would be rejected.
f) Errors & Rectification: Arithmetical errors will be rectified on the following basis:
1. “If there is a discrepancy between the unit price and the total price that is obtained
by multiplying the unit price and quantity, the unit price shall prevail, and the total
price shall be corrected.
2. If there is a discrepancy between words and figures, the amount in words will
prevail.”
3. If the Bidder does not accept the error correction, its Bid will be rejected and, the
bidder shall stand disqualified from bidding for any contract with DoPT for a period
of one year from the date of notification.
11.3.4 Stage 4: Final score calculation through QCBS

a) The final score will be calculated through Quality and Cost selection method based
with the following weightage:
Technical: 70%
Commercial: 30%
Final Score = (0.70*Normalized Technical Score) + (0.30* Normalized
Commercial Score)
b) The bidder with the highest Final Score shall be treated as the Successful bidder.
c) In the event the Final scores are ‘tied’, the bidder securing the highest technical score
will be adjudicated as the Best Value Bidder for award of the Project.
48
12. Pre-Qualification Criteria
The Bidder's pre-qualification bid will be evaluated as per the following criteria:
Sr.# Parameters Requirement Supporting Documents

1 Single Bidder A Bidder is required to Bid on its Declaration from the
own and no Joint Ventures or Authorized Signatory
Consortiums are permitted
2 Legal Entity/ 1. The bidder must be incorporated 1. Certificate of
Registration and registered in India under the Incorporation /Copy of
of Company Indian Companies Act 1956/ LLP Registration Certificate (s)
Act 2008 & subsequent 2. GST Registration
amendments thereto and should Certificate
have been operating for the last 5
years
2. Registered under GST as on the
date of publishing of the RFQ cum
RFP
3 Experience The bidder should have at least 3 Self-certified declaration
years of experience in HR from Authorized Signatory
consulting
4 Net Worth The Bidding firm must have a Certificate from Auditors/
positive Net Worth in each of the CA firm / Audited Financial
last three financial years (FY 2018- Statements (Profit & Loss
19, 2019-20 & 2020-21). Statement and Balance
Sheet) for last 3 financial
years
5 Annual Bidder should have had a minimum Certificate from Auditors/CA
Turnover average annual turnover of Rs. 20 firm / Audited Financial
crores in previous three financial Statements (Profit & Loss
years (FY 2018-19, 2019-20 & Statement and Balance
2020-21) from consultancy Sheet) for last 3 financial
services. years
6 Experience in The Bidder should have Copy of Contract/ Work
HR successfully completed at least 3 Order and Completion
Consulting projects, each of value Rs 1.50 Certificates from the Client;
crore or 2 projects, each of value of OR
49
Sr.# Parameters Requirement Supporting Documents
Rs. 2.00 crore or 1 Project of value Copy of Contract/ Work
of Rs. 3.00 crore or more in the last Order and Self Certificate of
3 years (from the date of Completion certified by the
publication of bid) in HR Authorized Signatory;
Transformation & Consulting in
India
7 Experience in The Bidder should have Copy of Contract/ Work
Government successfully completed at least 3 Order and Completion
Processes projects, each of value Rs.1.50 Certificates from the Client;
crore, or 2 projects, each of value OR
Rs.2.00 crore or 1 project of value Copy of Contract/ Work
of Rs. 3.00 crore or more in the last Order and Self Certificate of
3 years (from the date of Completion certified by the
publication of bid) in process Authorized Signatory;
transformation in Government
Clients or Public Sector Units
8 Not The bidder should not be Self-declaration from the

Blacklisted blacklisted by Central/State bidder on company letter
Government Ministry/ Client/PSU head, signed by authorized
as on the date of bid submission. signatory.
Note:
(a) For all Citations, ongoing projects will be considered for evaluation if the completed
component of the project meets the project value requirements. Bidders, in such cases will
have to furnish - Copy of Contract/ Work Order and Certificate from the Client/ Authorized
Signatory clearly mentioning the completed component of the project and the value of the
completed component.
(b) Pre-qualification criteria i.e. Sr. No (3)- Experience and (5)- Annual Turnover will not be
applicable for vendors recognized as “Start up” by Department for Promotion of Industry and
Internal Trade (DPIIT). Relevant proof of being recognized as “Start ups” by DPIIT would need
to submitted.
50
13. Technical Evaluation Criteria/ Framework
The Technical bid will be evaluated as per the Technical Evaluation Criteria mentioned in the table below:
Maximum
# Criteria Criteria Details Documentary Evidence Marks
Allotted
Eligible Bidder having average annual turnover as below in previous three financial
Certificate from Auditors/ CA
years (FY 2018-19, 2019-20 & 2020-21) from consultancy services, will be awarded
firm / Audited Financial
marks as under
Statements (Profit & Loss
Break up of Marks Marks
1 Turnover Statement and Balance 10
Turnover between Rs.20-29 crore 2.5
Sheet) for last 3 financial
Turnover between Rs.30-39 crore 5
years (FY 2018-19, 2019-20
Turnover between Rs.40-49 crore 7.5
& 2020-21).
Turnover Rs. 50 crore or above 10
Maximum
Allotted
The eligible bidding firm should have technical and managerial capability to
undertake the assignment. Marks for the purpose of evaluation of bids will be
awarded for the average number of resource persons in last three years, in the
following manner:
No of consulting Certificate from Authorized
personnel on rolls of Signatory/ Auditors for last 3
2. Personnel between 25-99 2.5 10
the bidding entity in financial years (FY 2018-19,
last three years Personnel between 100-149 5 2019-20 & 2020-21).
Personnel between 150-199 7.5
Personnel 200 or above 10
Number of successfully implemented projects, each of value of at least Rs. 2 Crore in

the last 5 years (from the date of publication of bid) in the areas pertaining to at least
Copy of Contract/ Work
2 of the following:
▪ Competency Modelling (functional & behavioral) and Framework Design Order and Completion
▪ Competency/ Skill Dictionary Preparation Certificates from the Client;
Bidder’s Profile: ▪ Job Analysis and Design
OR
3 Experience of similar ▪ Competency based Leadership Development 10
Copy of Contract/ Work
engagements
Marks breakup: Order and Self Certificate of
1 Project: Max 3.5 marks Completion certified by the
2 Projects: Max 7 marks Authorized Signatory;
3 Projects or more: Max 10 marks
52
Maximum
Allotted
Number of successfully completed projects, each of value of at least Rs. 2 Crore in Copy of Contract/ Work
the last 5 years (from the date of publication of bid) in organization Order and Completion
Bidder’s Profile: transformation/management/HR Business Process engineering/HR Certificates from the Client;
Experience of large management/process transformation in Government Clients or Public Sector Units OR
4 10
organization 3 Projects: Max 3.5 marks Copy of Contract/ Work
transformation 4-6 Projects: Max 7 marks Order and Self Certificate of
7 Projects or more: Max 10 marks Completion certified by the
Authorized Signatory;
Approach and Description of Bidder’s understanding of FRAC: 10

Bidder’s Technical Proposal
Methodology Approach and Methodology proposed by the Bidder for Scope of Work: 10
5. Presentation made by the 30
Presentation: 10
Bidder.
Resources will be scored on their profiles against the profile requirements mentioned
in the RFQ cum RFP.
Resource Name Max
Profiles of Marks
6 CVs of the resources 30
Personnel: Programme Manager and Subject Manager Expert 6
Competency and Organizational Design Expert 6
Competency and Organizational Design Analyst 6
Government Process Expert 6
Occupational Psychologist 6
53
Maximum
Allotted
It may be noted that the bidders are required to submit the resume of the
proposed resources as per requirements laid down in Section 8. The bids
which do not fulfill this condition will not be eligible for Technical Evaluation.
Education qualifications 2
Certifications, Training 1
Adequacy for the Assignment (relevant 3
experience in the sector/similar assignments)
Minimum Experience as specified in Section 8
– (1 mark)
Experience more than 3 years above the
specified minimum experience – (2 marks)
Experience more than 6 years above the
specified minimum experience – (3 marks)
Total 6
TOTAL 100
Note: For all Citations, ongoing projects will be considered for evaluation if the completed component of the project meets the project value
requirements. Bidders, in such cases will have to furnish - Copy of Contract/ Work Order and Certificate from the Client/ Authorized Signatory
clearly mentioning the completed component of the project and the value of the completed component
54
14. Commercial Bid and Payment Terms
14.1 Commercial Bids
▪ The commercial bids shall take into account all the expenses and tax liabilities and cost
of insurance specified in the draft contract, levies and other impositions applicable under
the prevailing law on the Consultants, sub-consultants and their staff. For the avoidance
of doubt, it is clarified that all taxes, excluding GST, shall be deemed to be included in
the cost shown under different items of commercial bids. Further, all payments shall be
subjected to deduction of taxes at source as per Applicable Laws.
14.2 Payment Terms

• Payment shall be made on a monthly basis on satisfactory performance in Indian
Rupees. The invoices will be raised only using GST details of the successful vendor.
▪ The invoices must be based on work orders (or any amendments thereof) issued by the
Client.
▪ The payments will be made in the following manner:
End of month Month Month Month Month Month Month Month Month Month Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12
% Payment of 4% 4% 4% 4% 4% 4% 12% 12% 12% 12% 12% 16%
contract value
55
15. Terms of Business
Client will award the contract to the successful bidder for implementation. The award of the
contract will be done to the highest scorer of the evaluation done as mentioned above. The
successful bidder has to sign a contract for implementation of the project and has to commence
the project within 15 working days from the date of issue of the order.
15.1 Responsibilities
Client will engage consultant with effect from their acceptance of contract to provide with the
services described in the contract, together with such other services as may be reasonably
requested from consultant from time to time. Consultant agrees to perform the services in a
timely manner, and to exercise all reasonable skill and care in their performance of them.
Consultant shall provide Client promptly with any information, data or documents that may
reasonably be required in order to comply with obligations under the contract. Consultant shall
undergo / undertake specific trainings in the format and to the extent as may be stipulated by
Client, including web-based modular trainings. Such training should be started before or
immediately after commencement of the services and should be finished within 2 weeks
thereafter or as prescribed under any specific training format, whichever is later.
15.2 Fees and expenses

Client will pay the Consultant in respect of their professional fees and expenses as per the scope
of work agreed with the consultant in the applicable contract. Unless otherwise agreed between
us, consultant will invoice based on the billing milestones defined in the Payment Schedule.
Each invoice the consultant submits will include a description of the work the consultant would
have performed during the period to which it relates.
15.3 Termination
Client may terminate the contract immediately upon written notice to consultant if:
i. Consultant is unable to perform the services or have materially or repeatedly breached
any of the terms of the agreement
ii. Consultant performs the services in a manner which is unsatisfactory to Client.
Consultant become bankrupt (or, in the case of a partnership, any of their partners
becomes bankrupt), are adjudicated insolvent, have a liquidator or an administrative or
other receiver appointed to manage their affairs or have an order made against
consultant that consultant be wound up or cease to carry on all or substantially all of their
business.
56
iii. Client reasonably determine that such termination is required in accordance with
applicable law, regulations or professional obligations (including as a result of
circumstances that threaten our professional independence or create a potential conflict
of interest); or the Contract is terminated.
iv. Such termination shall be without prejudice to any rights we might have which accrued
prior to termination.
15.4 Intellectual Property Rights

Client will own all rights, title and interest in and to all data, reports, frameworks, specifications,
designs, models, analyses, inventions, programs and other property or materials (collectively,
the “Works") that consultant or, if an entity, employees, officers, managers, directors or agents
(collectively, “Personnel”) develop in connection with the provision of the services including all
copyright interests and intellectual property rights in the design and development of the e-
learning materials. Consultant shall perform all such acts as may be reasonably necessary for
the purpose of perfecting the assignment to us of all copyright and other intellectual property
rights in the Works. Consultant hereby waive all moral rights in all jurisdictions.
Consultant acknowledges that during the performance of their services, they may gain access
to certain methodologies, frameworks, know-how, products, processes, ideas, interpretations,
models, documentation, manuals, software, discs, reports, research, working notes, papers,
data, specifications, designs, analyses, inventions and/or similar items ("Materials") which are
proprietary to Client or other third parties. Consultant agrees that this contract shall not operate
to transfer any intellectual property rights or copyright interests in such Materials to them, and
Client (or their Client and other third parties, as the case may be) shall continue to retain all
intellectual property rights and copyright interests in such Materials.
Consultant shall not copy, reproduce, translate, adapt, vary, modify, disassemble, decompile or
reverse engineer or otherwise deal with or cause to reduce the value of the Materials except as
expressly authorized by us in writing.
15.5 Confidentiality
In the course of providing the Services Consultant will be privy to information of a confidential
nature relating to Client and Consultant may learn confidential information Client’s business,
systems of work and other confidential information. Consultant agrees that they will use such
Confidential Information only in compliance with their obligations under the concerned contract,
that consultant will not disclose such information to any third party except to the extent required
by law and that consultant will, in relation to confidential information which comes into their
57
possession during the performance of the subcontract, comply with the confidentiality obligations
placed upon us by the contract as if consultant were a party to the contract in Clients place.
These restrictions do not apply to information which has entered the public domain or which has
been disclosed to consultant by a third party who is not subject to any restriction on disclosure.
15.6 Data Protection

To the extent consultant collect, use, store or otherwise process (collectively, “Process”)
Confidential Information that can be linked to specific individuals (“Personal Data”) in connection
with the performance of their Services under a contract, consultant shall process such personal
data in accordance with applicable law, rules and regulations including (without limitation) the
Information Technology Act, 2000 (the “Act”), and the Information Technology (Reasonable
security practices and procedures and sensitive personal data or information) Rules, 2011 (the
“Rules”).
Without prejudice to the generality of the preceding clause, consultant represents that consultant
shall implement and maintain reasonable security practices and procedures (including, without
limitation, managerial, technical, operational and physical security control measures) designed
to protect such Personal Data against unauthorized access, damage, use, modification,
disclosure or impairment, as required by the Rules (“Data Protection Procedures”). Consultant
shall not further disclose or transfer Personal Data to any other person or entity, except as
required by applicable law or court order.
Consultant shall not retain Personal Data for longer than is reasonably required for the
performance of their Services.
15.7 Governing Law and Jurisdiction

This RFQ cum RFP shall be governed by and construed in accordance with the laws of India.
Any dispute arising out of the subsequent contract, any contract hereunder services shall be
subject to the exclusive jurisdiction of the Indian courts.
15.8 Deliverables
All deliverables and source files will be shared with Client after the modules have been signed-
off. The Intellectual Property Rights for all the work products will rest with Client.
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16. Annexures
16.1 Annexure 1 - Pre-Bid Queries
Bidder shall submit all pre-bid queries in MS word in the following format.
Section
Statement as per Query by Reason for Response
# Name & Page No.
tender document bidder Query by Client
No.
1
2
3
4
5
6
7
8
9
10
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16.2 Annexure 2 - Integrity Pact
Integrity Pact
This Integrity Pact is entered by and between
The Department of Personnel & Training, Ministry of Personnel, Public Grievances and
Pensions, Government of India, having its office located at Institute of Government Accounts
& Finance, Block no. IV, Old JNU Campus, New Delhi, Delhi 110067 (herein after referred to
as the “Client”, which expression shall, unless excluded by or repugnant to the context,
deemed to include its successor/s in office or assign) of the First Part;
AND
<***>, a Company incorporated under the Companies Act, 1956, having its registered office at
<***> (hereinafter referred to as “Bidder” which expression shall, unless the context otherwise
requires, include its permitted successors and assigns) of the Second Part.
Preamble
The Client intends to award, under laid down organizational procedures, contract for “Defining
and detailing a scalable process for FRAC (Framework for Roles Activities and Competencies
including skills) _<Bidder’s Name>” through an open tender process and has issued RFQ cum
RFP bearing number T-16017/38/2020-iGOT (Vol III). The Client values full compliance with
all relevant laws of the land, rules, regulations, economic use of resources and of fairness/
transparency in its relations with its Bidder(s) and /or Vendor(s) / Contractor(s).
In order to achieve these goals, the Client wishes to enter into this Integrity Pact with the
Bidder(s) for this tender process and execution of the Agreement and will appoint an Contract
Evaluation Committee (comprising of Technical Evaluation Committee and Financial
Evaluation Committee) /Independent External Monitor (IEM), who will monitor the tender
process and the execution of the Agreement for compliance with the principles mentioned
above.
Section 1- Commitments of the Client

1) The Client commits itself to take all measures necessary to prevent corruption and to
observe the following principles: -
a) No employee of the Client, personally or through family members, will in connection
with the RFQ cum RFP for, or the execution of the Agreement, demand, take a
promise for or accept, for self or third person, any material or immaterial benefit which
the person is not legally entitled to.
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b) The Client will during this tender process treat all Bidder(s) with equity and reason.
The Client will in, before and during this tender process, provide to all Bidders the
same information and will not provide to any Bidder(s) confidential/ additional
information through which the Bidder(s) could obtain an advantage in relation to this
tender process or the Agreement execution.
c) The Client will exclude from the process all known prejudiced persons.
2) If the Client obtains information on the conduct of any of its officers / employees which is
a criminal offence under the Indian Penal Code 1860 and/or Prevention of Corruption Act
1988, or if there be a substantive suspicion in this regard, the Client will inform the Chief
Vigilance Officer and in addition can initiate disciplinary actions.
Section 2- Commitments of the Bidder
a) The Bidder commits to take all measures necessary to prevent corruption. It commits
itself to observe the following principles during its participation in this tender process
and during the Agreement execution.
b) The Bidder will not, directly or through any other persons or firm, offer promise or
give to any of the Client’s employees involved in this tender process or the execution
of the Agreement or to any third person any material or other benefit which he/ she
is not legally entitled to, in order to obtain in exchange any advantage of any kind
whatsoever during this tender process or during the execution of the Agreement.
c) The Bidder will not enter with other bidder(s) into any undisclosed agreement or
understanding, whether formal or informal. This applies to prices, specifications,
certifications, subsidiary contracts, submission or non-submission of bids or any
other actions to restrict competitiveness or to introduce cartelization in this tender
process.
d) The Bidder will not commit any offence under the Indian Penal Code 1860 and / or
Prevention of Corruption Act 1988; further the Bidder will not use improperly, for
purposes of competition or personal gain, or pass on to others, any information or
document provided by the Client as part of the business relationship, regarding
plans, technical proposals and business details, including information contained or
transmitted electronically.
e) The Bidder will, when presenting its bid, disclose any and all payments it has made,
is committed to or intends to make to agents, brokers or any other intermediaries in
connection with this tendering process or the award of Agreement under this
tendering process.
f) The Bidder will not, directly or through any other person or firm, approach any
Government officials, ministers, political persons public servants, or any external
61
agencies to influence the bidding decision making process or to attain any undue
favours to the Bidder.
g) The Bidder shall exclude, from this tender process or execution of the Agreement,
all known prejudiced persons including those employees / Directors /management
representatives of the Bidder who have family relationships with the employees or
officers of the Client.
h) The Bidder shall disclose the circumstances, arrangements, undertakings or
relationships that constitute, or may reasonably be considered to constitute, an actual
or potential conflict of interest with its obligations specified in the tender process or
under any Agreement which may be negotiated or executed with the Client. Bidder
and its employees, agents, advisors and any other person associated with the Bidder
must not place themselves in a position which may, or does, give rise to conflict of
interest (or a potential conflict of interest) between the interests of the Client or any
other interests during this tender process or through operation of the Agreement.
i) The Bidder will not indulge in any corrupt, fraudulent, coercive undesirable or
restrictive practice in the tender process or the execution of the Agreement.
j) The Bidder will not instigate third persons to commit offences outlined above or be
an accessory to such offences.
Section 3: Disqualification from tender process and exclusion from future

Contracts
If the Bidder, during the tender process or before award or during execution of the
Agreement has committed a transgression through a violation of Section 2 above, or in
any other form, such as to put his reliability or credibility in question, the Client is entitled
to disqualify the Bidder from this tender process or decide not to award the work or
terminate the awarded Agreement or blacklist the Bidder.
Section 4: Compensation for Damages
a) If the Client has disqualified the Bidder from this tender process prior to the award
according to Section 3, the Client is entitled to disqualify the bidder from bidding for
any contract with Department of Personnel & Training (DoPT) for a period of one
year from the date of notification.
b) If the Client has terminated the Agreement according to Section 3, or if the Client is
entitled to terminate the Agreement according to Section 3, the Client shall be entitled
to demand and recover from the Bidder / Vendor the amount equivalent to Security
Deposit / Performance Bank Guarantee in addition to any other penalties/ recoveries
62
as per terms and conditions of the Agreement.
Section 5: Previous Transgression

a) The Bidder declares that no previous transgressions occurred in the last three years
with any other Central Government / State Government or Central PSU entity in India
or any entity in any other country conforming to the anti-corruption approach that
could justify Bidder’s exclusion from this tender process.
b) If the Bidder makes incorrect statement on this subject or hides any material
information, the Client is entitled to disqualify the Bidder from this tender process or
action can be taken as per the procedure mentioned in “Guidelines on Banning of
business dealings”
Section 6: Equal treatment of all Bidders
a) The Bidder undertakes to demand from all subconsultants of the Vendor a
commitment in conformity with this Integrity Pact, and to submit it to the Client before
signing of the Agreement with the Client.
b) The Client will enter into individual Integrity Pacts with identical conditions as this one
with all sub-consultants of the Vendor.
c) Only if the Bidder has entered into this Integrity Pact with the Client, the Bidder shall
be eligible to participate in this tender process or execution of the Agreement.
d) The Client will have the right to disqualify the Bidder from this tender process if the
Bidder does not get this Integrity Pact from Bidder’s authorized signatory or violate
any of its provisions.
Section 7: Criminal charges against violation Bidder/ Subconsultant(s)
If the Client obtains knowledge of conduct of the Bidder or its Subconsultant, or of an
employee or a representative or an associate of the Bidder or Subconsultant which
constitutes corruption, or if the Client has substantive suspicion in this regard, the Client
will inform the same to the Chief Vigilance Officer.
Section 8: Independent External Monitor/Monitors
a) The Client appoints ___________ as Independent External Monitor for this Integrity
Pact. The task of the Monitor is to review independently and objectively, whether and
to what extent the Parties comply with the obligations under this Integrity Pact.
b) The Monitor is not subject to instructions by the representatives of the Parties and
performs his functions neutrally and independently. The Monitor shall report to the
________.
c) The Bidder accepts that the Monitor has the right to access without restriction to all
project documentation of the Client including that provided by the Bidder. The Bidder
63
will also grant the Monitor, upon his request and demonstration of a valid interest,
unrestricted and unconditional access to his project documentation. The same is
applicable to Subconsultants of the Vendor. The Monitor is under contractual
obligation to treat the information and documents of the Bidder/ Subconsultant(s) of
Vendor with confidentiality.
d) The Client will provide to the Monitor enough information about all meetings among
the parties related to the tender process or the execution of the Agreement provided
such meetings could have an impact on the contractual relations between the Client
and the successful Bidder. The Parties offer to the Monitor the option to participate
in such meetings.
e) As soon as the Monitor notices, or believes to notice, a violation of this Integrity Pact,
he will so inform the Client and request the Client to discontinue or take corrective
action, or to take other relevant action. The Monitor can in this regard submit non-
binding recommendations. Beyond this, the Monitor has no right to demand from the
parties that they act in a specific manner, refrain from action or tolerate action.
f) The Monitor will submit a written report to the Client within 8 to 10 weeks from the
date of reference or intimation to him by the Client and, should the occasion arise,
submit proposals for correcting problematic situations.
g) If the Monitor has reported to the Client, a substantiated suspicion of an offence
under relevant Indian Penal Code 1860 and Prevention of Corruption Act 1988, and
the Client has not, within the reasonable time taken visible action to proceed against
such offence or reported it to the Chief Vigilance Officer, the Monitor may also
transmit this information directly to the Central Vigilance Commissioner, Government
of India.
h) The word ‘Monitor’ would include both singular and plural.
Section 9– Pact Duration

a) This Integrity Pact begins when both Parties have legally signed it. It expires for the
successful Bidder 12 months after the last payment under the Agreement, and for all
other bidders, 6 months after the execution of the Agreement with the Vendor.
b) If any claim is made/ lodged during this time, the same shall be binding and continue
to be valid despite the lapse of this pact as specified above, unless it is discharged/
determined by the Client.
Section 10 – Other provisions
a) This Integrity Pact is subject to Indian Law, place of performance and jurisdiction is
the Office of the Client first above written, i.e. New Delhi.
64
b) Changes and supplements of this Integrity Pact as well as termination notices need
to be made in writing. Parties acknowledge that side agreements have not been
made.
c) Should one or several provisions of this Integrity Pact turn out to be invalid, the
remainder of this Integrity Pact remains valid. In this case, the Parties will strive to
come to an agreement to their original intentions.
For & On Behalf of the Client For & On Behalf of the

Bidder
(Official Seal) (Official Seal)
Place: ____________ Place: ____________

Date: _____________ Date: ______________
Witness: Witness:
(Name & Address): (Name & Address):
65
16.3 Annexure 3 – Bid Securing Declaration
<Original signed copy on company letter head>
Bid Securing Declaration
Date:___________________ Tender No. _________________
To
Room No. 305, Third Floor, Training Division,
New Delhi, 110067
Subject: Submission of the bid for “Defining and detailing a scalable process for FRAC (Framework
for Roles Activities and Competencies including skills) _<Bidder’s Name>”
I/We. The undersigned, declare that:
I/We understand that, according to your conditions, bids must be supported by a Bid Securing Declaration.
I/We accept that I/We may be disqualified from bidding for any contract with you and Contracting
Department for a period of one year from the date of notification if I am /We are in a breach of any
obligation under the bid conditions, because I/We
a) have withdrawn/modified/amended, impairs or derogates from the tender, my/our Bid during
the period of bid validity specified in the form of Bid; or
b) having been notified of the acceptance of our Bid by the purchaser during the period of bid
validity (i) fail or reuse to execute the contract, if required, or (ii) fail or refuse to furnish the
Performance Security, in accordance with the Instructions to Bidders.
I/We understand this Bid Securing Declaration shall cease to be valid if I am/we are not the successful
Bidder, upon the earlier of (i) the receipt of your notification of the name of the successful Bidder; or (ii)
thirty days after the expiration of the validity of my/our Bid.
Signed: (insert signature of person whose name and capacity are shown)
in the capacity of (insert legal capacity of person signing the Bid Securing Declaration)
Name: (insert complete name of person signing the Bid Securing Declaration) Duly authorized to sign the
bid for an on behalf of (insert complete name of Bidder)
Dated on _____________ day of ___________________ (insert date of signing)
Corporate Seal (where appropriate)

(Note: In case of a Joint Venture, the Bid Securing Declaration must be in the name of all partners
to the Joint Venture that submits the bid)
66
16.4 Annexure 4 – Pre-Qualification Bid Covering Letter
To,
New Delhi, 110067
Subject: Submission of the Pre-Qualification bid for “Defining and detailing a scalable process
for FRAC (Framework for Roles Activities and Competencies including skills) _<Bidder’s Name>”
Dear Sir,
We, the undersigned, offer to provide FRAC consulting services to Client with reference to your
Request for Qualification cum Request for Proposal dated <insert date> and our Bid. We are
hereby submitting our Pre-qualification bid.
We hereby declare that all the information and statements made in this Pre-qualification bid are
true and accept that any misinterpretation contained in it may lead to our disqualification.
We agree to abide by all the terms and conditions of this RFQ cum RFP document. We would
hold the terms of our bid valid for the number of days as stipulated in the RFQ cum RFP
document.
Yours sincerely,
(Authorised Signatory)
Signature:
Name:
Designation:
Address:
Seal:
Date:
67
16.5 Annexure 5 - Bidder’s General Information
Bidders are requested to furnish the following information and enclose along with quotation.
S. No. Item Bidder’s Response
1. Company Name
2. Year Established
Incorporated in India
3.
(Yes or No)
Name & Designation of
4.
Authorized person
5. Contact Name
6. Address
7. Mobile
8. Telephone
9. Email Address
Brief Description of the

10.
Organization
68
16.6 Annexure 6 - Citations – Work Experience (Submit separate
sheets for experience quoted in prequalification and technical criteria)
S. No. Item Bidder’s Response

1. Name of Bidder entity
2. Assignment Name
3. Name of Client
4. Country
Contact Details of client
5. (Contact Name, Address, Telephone
Number)
6. Approximate Value of the Contract
7. Duration of Assignment (months)
8. Award Date (month/year)
9. Completion Date (month/year)
10. Narrative description of the project
Details of Work that defines the scope
11.
relevant to the requirement
12. Documentary Evidence attached
69
16.7 Annexure 7 - No Deviation Certificate
To,

New Delhi, 110067
Dear Sir,
This is to certify that our offer is exactly in line with your tender enquiry/RFQ cum RFP (including
amendments) no. _________ dated __________. This is to certify that our offer contains no
deviation on the Scope of Work, Legal or Commercial aspects in either direct or indirect form.
Sincerely,
(Authorized Signatory)
Signature:
Name:
Designation:
Address:
Seal:
Date:
70
16.8 Annexure 8 - Technical Bid Covering Letter
To,
New Delhi, 110067
Subject: Submission of the Technical bid for “Defining and detailing a scalable process for
FRAC (Framework for Roles Activities and Competencies including skills) _<Bidder’s Name>”
Dear Sir,
We, the undersigned, offer to provide the services for defining and detailing the FRAC
(Framework for Roles Activities and Competencies including skills) framework with reference to
your Request for Bid dated <insert date>. We are hereby submitting our Technical Bid along with
Commercial Bid (without prices) for your perusal.
We hereby declare that all the information and statements made in this technical bid are true
and accept that any misinterpretation contained in it may lead to our disqualification.
We agree to abide by all the terms and conditions of this RFQ cum RFP document. We would
hold the terms of our bid valid for the number of days as stipulated in the RFQ cum RFP
document. We understand you are not bound to accept any Bid you receive.
Yours sincerely,
(Authorised Signatory)
Signature:
Name:
Designation:
Address:
Seal:
Date:
71
16.9 Annexure 9 - Formats for submission of Profiles
1. Name of Firm:
<Passport Photo>
2. Name of Staff:
3. Contact Details:
4. Designation:
5. Areas of Expertise:
6. Date of Birth:
7. Years with the Firm:
8. Total Years of Experience:
9. Nationality:
10. Education:
S. Degree Obtained Institution Dates
No.
11. Key Qualifications:

12. Membership of Professional Associations:
13. Professional Certifications:
14. Other Training:
15. Countries of Work Experience:
16. Languages:
S. No. Languages Speak Read Write
17. Employment Record
From/To
Client
Position held
Key Duties Assigned:
18. Work Undertaken that Best Illustrates Capability to Handle the Tasks Assigned (Please provide
the details of the projects undertaken till date)
Name of assignment or
project:
Year:
Location:
Client:
72
Main project features:
Positions held:
Activities performed:
73
16.10 Annexure 10 – Covering Letter for Commercial
Bid
To:

New Delhi - 110067
Subject: Commercial Bid for <Name of the RFQ cum RFP>

Dear Sir/ Ma’am,
We, the undersigned, offer to Defining and detailing a scalable process for FRAC (Framework
for Roles Activities and Competencies including skills) to Client with reference to your RFQ
cum RFP dated <insert date>. Our attached Commercial Bid has been prepared as per
requirements specified in the RFQ cum RFP. The price(s) quoted are inclusive of all the taxes.
1. PRICE AND VALIDITY

• All the prices mentioned in our bid are in accordance with the terms as specified
in the RFQ cum RFP documents. All the prices and other terms and conditions of
this Bid are valid for a period of 180 calendar days from the last date of submission
of the Bids.
• We hereby confirm that our prices are inclusive of all taxes. However, all the taxes
are quoted separately also under relevant sections.
• We understand that the actual payment would be made as per the prevailing rates
at the time of payment.
• Rates have been quoted in the relevant forms as specified in the RFQ cum RFP
and is for entire scope of work.
2. QUALIFYING DATA
We confirm having submitted the information as specified in section “Instructions to
Bidders”. In case you require any other further information/documentary proof in this
74
regard before evaluation of our bid, we agree to furnish the same in time to your
satisfaction.
3. PERFORMANCE BANK GUARANTEE

We hereby declare that in case the contract is awarded to us, we shall submit the
Performance Bank Guarantee as specified in the RFQ cum RFP document.
We understand you are not bound to accept any Bid you receive.
We hereby declare that our bid is made in good faith, without collusion or fraud and the
information contained in the bid is true and correct to the best of our knowledge and belief.
Thanking you,
(Authorized Signatory)
Name:
Designation:
Address:
Date:
75
16.11 Annexure 11- Commercial Bid Format Proposal
The Commercial Bid shall be submitted in the format below:
Monthly Rate Monthly Rate
Applicable Annual cost with
without Tax per per Resource
Tax (Rs) per Tax (Rs.)
Profile Name Resource (Rs.) with Tax (Rs.)
month
(B) (D=C*12)
(A) (C = A+B)
Programme Manager and
Subject Matter Expert
Competency and Organizational

Design Expert
Competency and Organizational

Design Analyst
Government Process Expert

Occupational Psychologist
Total (with Tax) Rs.
Notes:
▪ Prices quoted by the Bidder shall remain firm during the entire contract period and shall not
be subject to variation on any account except change in applicable tax rates. A Bid submitted
with an adjustable price quotation will be treated as non-responsive and rejected.
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16.12 Annexure 12: Form of Bank Guarantee for
Performance Security
(To be stamped in accordance with Stamp Act if any, of the country for issuing bank)
Ref.: Bank Guarantee:

Date:
Dear Sir,
In consideration of M/s ------------------------------------------------------------(hereinafter referred as the
‘Client’, which expression shall, unless repugnant to the context of meaning thereof include its
successors, administrators and assigns) having awarded to M/s [name of consultant] a [type of
company], established under laws of [country] and having its registered office at [address]
(hereinafter referred to as the ‘Consultant’ which expression shall unless repugnant to the
context or meaning thereof, include its successors, administrators, executors and permitted
assigns), an Assignment for preparation of [name of assignment] Contract by issue of Client’s
Contract Letter of Award No. [reference] dated [date] and the same having been unequivocally
accepted by the Consultant, resulting in a Contract valued at Rs. [amount in figures and words]
for (Scope of Work) (hereinafter called the ‘Contract’) and the Consultant having agreed to
furnish a Bank Guarantee amounting to Rs. [amount in figures and words] to the Client for
performance of the said Agreement.
We [Name of Bank] incorporated under [law and country] having its Head Office at
[address](hereinafter referred to as the Bank), which expression shall, unless repugnant to the
context or meaning thereof, include its successors, administrators executors and assigns) do
hereby guarantee and undertake to pay the Client immediately on demand an or, all monies
payable by the Consultant to the extent of Rs. [amount in figure and words] as aforesaid at any
time up to [date] without any demur, reservation, contest, recourse or protest and/ or without any
reference to the Consultant. Any such demand made by the Client on the Bank shall be
conclusive and binding notwithstanding any difference between the Client and the Consultant or
any dispute pending before any Court, Tribunal, Arbitrator or any other authority.
We agree that the Guarantee herein contained shall be irrevocable and shall continue to be
enforceable until the Client discharges this guarantee.
The Client shall have the fullest liberty without affecting in any way the liability of the Bank under
this Guarantee, from time to time to vary the advance or to extend the time for performance of
the Contract by the Consultant nor shall the responsibility of the bank be affected by any
variations in the terms and conditions of the contract or other documents. The Client shall have
the fullest liberty without affecting this guarantee, to postpone from time to time the exercise of
any powers vested in them or of any right which they might have against the Client and to
exercise the same at any time in any manner, and either to enforce or to forbear to enforce any
covenants, contained or implied, in the Contract between the Client and the Consultant any other
course or remedy or security available to the client. The Bank shall not be relieved of its
obligations under these presents by any exercise by the Client of its liberty with reference to the
matters aforesaid or any of them or by reason of any other act or forbearance or other acts of
omission or commission on the part of the Client or any other indulgence shown by the Client or
by any other matter or thing whatsoever which under law would but for this provision have the
effect of relieving the Bank.
77
The Bank also agrees that the Client at its option shall be entitled to enforce this Guarantee
against the Bank as a principal debtor, in the first instance without proceeding against the
Consultant and notwithstanding any security or other guarantee that the client may have in
relation to the Consultant’s liabilities.
This Guarantee shall be irrevocable and shall remain in full force and effect until discharge by
the Bank of all its obligations hereunder.
This Guarantee shall not be affected by any change in the constitution or winding up of the
Consultant /the Bank or any absorption, merger or amalgamation of the Consultant /the bank
with any other Person.
Notwithstanding anything contained herein above our liability under this guarantee is limited to
Rs. [amount in figure and words] and it shall remain in force up to and including [date] and shall
extend from time to time for such period(s) (not exceeding one year), as may be desired by M/s
[name of consultant] on whose behalf this guarantee has been given. Date this [date in words]
day [month] of [year in ‘yyyy’ format] at [place].
WITNESS
1. [signature, name and address]
2. [signature, name and address]
[Official Address] Designation

[With Bank Stamp]
Attorney as Per Power of Attorney No.

Dated
Strike out, whichever is not applicable.
The date will be fixed as indicated in S.C.C.
The stamp papers of appropriate value shall be purchased in the name of bank which issues the
‘Bank Guarantee’. The bank guarantee shall be issued either by a bank
(Nationalized/Scheduled) located in India or a foreign bank through a correspondent bank
(scheduled) located in India or directly by a foreign bank which has been determined in advance
to be acceptable to the Client.
78
16.13 Annexure 13: Certificate under Rule 144 (xi) in the
General Financial Rules (GFRs), 2017.
To:

New Delhi, 110067
Dear Sir,
Ref: Your REP No. ………….. dated …………

Bidder Name:…………………………………
We, M/s -------------- are a private/public limited company/LLP/Firm <strike off whichever is
not applicable> incorporated under the provisions of the Companies Act, 1956/2013 Limited Liability
Partnership Act 2008/ Indian Partnership Act 1932, having our registered office at ------------------------
----------------------(referred to as the “Bidder”) are desirous of participating in the Tender Process in
response to your captioned RFP and in this connection we hereby declare, confirm and agree as under:
a) We, the Bidder have read and understood the contents of the Office Memorandum & the Order
(Public Procurement No.1) both bearing no. F.No.6/18/2019/PPD of 23rd July 2020 issued by
Ministry of Finance, Government of India on insertion of Rule 144 (xi) in the General Financial
Rules (GFRs) 2017 and the amendments & clarifications thereto, regarding restrictions on
availing/procurement of goods and services, of any Bidder from a country which shares a land
border with India and / or sub-contracting to contractors from such countries.
b) In terms of the above and after having gone through the said amendments including in particular
the words defined therein (which shall have the same meaning for the purpose of this
Declaration cum Undertaking), we the Bidder hereby declare and confirm that:
* We, the Bidder are not from such a country which shares a land border with India, in terms
of the said amendments to GFR, 2017.
or
*We, the Bidder are from such a country and has been registered with the Competent Authority
i.e the Registration Committee constituted by the Department for Promotion of Industry and
Internal Trade, as stated under Annexure I to the said Office Memorandum / Order and we
submit the proof of registration herewith.
(*Delete whichever is not applicable)
c) We, the Bidders agree and undertake that if the contract is awarded to us, we will not sub-
contract or outsource the contract and / or any part thereof unless such subcontract/ outsourcing
is permitted by Bank of India in writing, in which case we shall not sub-contract or outsource
the work to a contractor from such countries,
79
unless such contractor is registered with the Competent Authority and proof of same is
obtained.
2. We, the Bidders hereby confirm that we fulfill all the eligibility criteria as per RFP and are not
ineligible from participating in the Tender in view of the above Office Memorandum and Order. We
also agree and accept that if our declaration and confirmation is found to be false at any point of time
including after awarding the contract, Bank of India shall be within its right to forthwith terminate the
contract/ bid without notice to us and initiate such action including legal action against us. Bank shall
also be within its right to forfeit the security deposits provided by us and also recover from us the loss
and damages sustained by the Bank on account of the above.
3. This declaration cum undertaking is executed by us through our Authorized signatory/ies after
having read and understood the Office Memorandum and Order (Public Procurement No.1) both bearing
F.No.6/18/2019/PPD of 23rd July 2020 of Ministry of Finance, Department of Expenditure, Public
Procurement Division, Government of India including the words defined in the said order (reproduced
hereunder) which shall have the same meaning for the purpose of this Declaration cum Undertaking.
“ Definitions
"Bidder" for the purpose of this Order (including the term 'tenderer', 'consultant'
`vendor' or 'service provider' in certain contexts) means any person or firm or company,
including any member of a consortium or joint venture (that is an association of several
persons, or firms or companies), every artificial juridical person not falling in any of the
descriptions of bidders stated hereinbefore, including any agency, branch or office
controlled by such person, participating in a procurement process.
"Tender" for the purpose of this Order will include other forms of procurement, except where the
context requires otherwise.
"Bidder from a country which shares a land border with India" for the purpose of this Order
means:
a) An entity incorporated, established or registered in such a country; or

b) A subsidiary of an entity incorporated, established or registered in such a country;
or
c) An entity substantially controlled through entities incorporated, established or
registered in such a country; or
d) An entity whose beneficial owner is situated in such a country; or
e) An Indian (or other) agent of such an entity; or
f) A natural person who is a citizen of such a country; or
g) A consortium or joint venture where any member of the consortium or joint venture
falls under any of the above
"Beneficial owner" for the purpose of above will be as under:
(i) In case of a company or Limited Liability Partnership, the beneficial owner
80
is the natural person(s), who, whether acting alone or together, or through one
or more juridical person(s), has a controlling ownership interest or who
exercises control through other means.
Explanation—
a. "Controlling ownership interest" means ownership of, or entitlement to, more

than twenty-five per cent of shares or capital or profits of the company;
b. "Control" shall include the right to appoint the majority of the directors or to
control the management or policy decisions, including by virtue of their
shareholding or management rights or shareholders agreements or voting
agreements;
(ii) In case of a partnership firm, the beneficial owner is the natural person(s)who, whether
acting alone or together, or through one or more juridical person, has ownership of
entitlement to more than fifteen percent of capital or profits of the partnership;
(iii) In case of an unincorporated association or body of individuals, the beneficial owner

is the natural person(s), who, whether acting alone or together, or through one or
more juridical person, has ownership of or entitlement to more than fifteen percent of
the property or capital or profits of such association or body of individuals;
(iv) Where no natural person is identified under (i) or (ii) or (iii) above, the beneficial owner
is the relevant natural person who holds the position of senior managing official;
(v) In case of a trust, the identification of beneficial owner(s) shall include
identification of the author of the trust, the trustee, the beneficiaries with fifteen
percent or more interest in the trust and any other natural person exercising ultimate
effective control over the trust through a chain of control or ownership.
"Agent" for the purpose of this Order is a person employed to do any act for another, or to
represent another in dealings with third persons.”
Executed at……………. On this the …day of ………………………….
Authorised Signatory
M/s
Signature and
Name Seal of the
Bidder
*Note: Where applicable, evidence of valid registration by the Competent Authority shall be
attached.
16.14 Annexure 14: Framework of Roles, Activities
and Competencies (FRAC) document, (FRACing
Process)
82
The Framework of Roles, Activities,
and Competencies (FRAC)
and everything else of FRACing
Part 1: Background and preparation
DRAFT
1 FRAC and everything else of FRACing
Part 1 NOVEMBER 2020
1
2 FRAC and everything else of FRACing Part 1
Table of Contents
Table of Contents .......................................................................................................................................... 3

Acknowledgements....................................................................................................................................... 4
List of Boxes, Tables and Figures .................................................................................................................. 5
List of Appendices ......................................................................................................................................... 5
Abbreviations and Acronyms ........................................................................................................................ 6
Summary ....................................................................................................................................................... 6
Introduction .................................................................................................................................................. 7
Section 1 What is FRACing? .......................................................................................................................... 9
Defining Positions, Roles, Activities, Knowledge Resources and Competencies .................................... 11
Typologies of competencies ............................................................................................................... 11
Section 2 Why is FRACing at the core of iGOT Karmayogi? ........................................................................ 12
Section 3 Systems View of iGOT Karmayogi ............................................................................................... 16
Analytics from iGoT ................................................................................................................................. 17
Analytics in service of officials and their managers ............................................................................ 17
Analytics in service of HR managers ................................................................................................... 19
Analytics in service of providers of competency building products (CBPs) ........................................ 20
Section 4 Directories, dictionaries and their relationships ......................................................................... 21
Directories and dictionaries .................................................................................................................... 22
Section 5 Pre-FRACing engagement............................................................................................................ 35
Pre-FRACing steps for MDOs .................................................................................................................. 35
Pre-FRACing steps for CBP providers ...................................................................................................... 39
Pre-FRACing steps for CCAs, CTIs, STIs .................................................................................................... 41
Pre-FRACing steps for individual officials ............................................................................................... 43
Conclusion ................................................................................................................................................... 44
References .................................................................................................................................................. 45
Appendices.................................................................................................................................................. 46
Appendix 1 Proposed Approval and Pricing Plan for Different Types of CBP Providers ........................ 46

Acknowledgements

Part 1
List of Boxes, Tables and Figures
Box 1 Onboarding course for CBP providers
Box 2 Differences between domain/functional and behavioural competencies
Box 3 iGOT for non-governmental individuals
Box 4 Pricing of CBPs
Box 5 Using AI to prevent performance inflation
Box 6 Guiding principles for competency levels
Table 1 Key information fields in the dictionary of positions, roles and activities
Table 2 Key information fields in the dictionary of competencies
Table 3 Scoring on iGOT Karmayogi
Table 4 Recommended steps for drafting the dictionaries and interrelationships with guidelines
Figure 1 The 21st century civil servant

Figure 2 What FRACing tries to capture
Figure 3 Shanti’s journey through the iGOT Karmayogi platform
Figure 4 iGOT Karmayogi as a solutioning space
Figure 5 The competency view for CBP providers showing all positions linked to a specific competency
Figure 6 The competency view for users showing all competencies linked to a specific position
Figure 7 The Competency Passbook (CP)
Figure 8 Recommend steps for drafting the dictionaries and interrelationships
List of Appendices
Appendix 1 Proposed Approval and Pricing Plan for Different Types of CBP Providers

Abbreviations and Acronyms
AI artificial intelligence
ASK attitudes, skills and knowledge
BDF behavioural, domain and functional
CBC Capacity Building Commission
CBPs competency building products
C-CS CBP competency score
CS competency score
CML competency mark-up language
CODs competency-owning departments
CP Competency Passbook
CSPs Certified Service Providers
CTIs Central Training Institutes
DFT departmental FRACing team
DoPT Department of Personnel Training
FPA functional purpose analysis
FRAC Framework of Roles, Activities and Competencies
IFU internal FRACing unit
ISTM Institute of Secretariat Training and Management
MDOs ministries, departments and organisations
ML machine learning
MMO means, motive and opportunity
NLP natural language processing
NTP National Training Policy
PIAAs proctored, independent, authorised assessments
SaaS software-as-a-service
SCSR State of Civil Services Report
SPV Special Purpose Vehicle
SSC Staff Selection Committee
STIs State Training Institutes
TCS testing competency score
UPSC Union Public Service Commission
WPCAS workplace competency assessment score

Summary
This document provides an overview of the unique features in order to do so. Given the
guiding principles, a common vocabulary and a pace of change in the way work is organised,
set of steps to complete the pre-FRACing often due to technological advancements, it is
process1. The Framework of Roles, Activities imperative for governments to constantly take
and Competencies (FRAC), as termed within stock of their ability to manage themselves. The
Mission Karmayogi’s Integrated Government data and analytics generated through this
Online Training platform (iGOT) initiative, is the process will be available for MDOs to
mapping of three constructs (roles, activities benchmark their human resources outcomes on
and competencies, supported by knowledge the platform, and improve their ability to
resources) for each individual position within all reduce the competency gaps of their officials.
government ministries, departments and
organisations (MDOs) at the national, state and By utilising artificial intelligence (AI) and
local level2. Through the example of Shanti, this machine learning (ML), the platform can also
document provides for all the stakeholders spot duplicates in the data and suggest new
involved a common understanding of the key entries in the directories and dictionaries. AI
terms, details of the steps to follow prior to and ML will also be able to suggest courses
FRACing, its linkages to the iGOT learning hub based on expressed career goals as well as an
and the analytics that the platform can make individual’s learning journey thus far.
available in order to improve the execution
capacity of the Indian state. This Framework is ever-evolving, capturing new
competency needs as and when they arise. The
Identifying competencies is a diligent task that pre-FRACing steps (Section 5) as well as the
requires following a certain methodology to process of FRACing itself (covered in Part 2)
ensure the output is coherent and meets the iterates that FRACing should be seen as an
purpose of the activity. As part of the upgrade ongoing process that enables MDOs to build an
to iGOT Karmayogi, it is proposed that every accurate picture of their interrelationships as
MDO is able to ‘FRAC’ its positions, roles, well as the full list of positions, roles, activities,
activities and competencies. Directories and competencies and knowledge resources
dictionaries must be developed, of all relevant to them.
participating stakeholders and of the numerous
positions, roles, activities and competencies, Establishing a clear theory of change, limiting
respectively. the problem and solution set, initiating
continuous sensitising and handholding,
One of the key objectives of this entire process building a core group of reform champions, as
is to test the competencies of officials and use well as a network of world-class universities,
the iGOT learning hub to close the competency institutions and individuals, will be required to
gaps among them in a timely and efficient ensure the success of this endeavour.
manner. The learning hub will have to have
1
In this instance, the act of denominalisation (i.e. converting a noun into a verb) re-emphasises the fact that FRACing is an
ever-evolving process. It needs to capture new competency needs as and when they arise, linking it to activities, roles and
positions. The verbing of FRAC (i.e. FRACing) essentially validates the evolving and dynamic nature of the Framework.
2
Details of building and rolling out of the platform, including the content strategy, delivery mechanisms, rollout stages and
other related matters, are beyond the scope of this document. These details will be covered in subsequent publications at
suitable points in time.

Part 1
Introduction
FRAC, or the Framework of Roles, Activities and The iGOT Karmayogi platform is thus envisaged
Competencies as its name denotes, demystifies as a democratised, competency-driven
the roles, activities and competencies a person solutioning space that all of government can
is required to have so as to effectively deliver access to enhance government execution
on the outcomes expected from them with capabilities. It makes possible the use of all
respect to their current and future positions in aspects of the 70-20-10 model of learning and
government. In doing so, it makes it possible to development4 (Lombardo and Eichinger, 1996).
establish arrangements to test the extent to The platform allows the government to break
which a person occupying a position has these silos and harness the full potential of
competencies and consequently the government officials for solutioning rather than
competency gaps, if any, that should be simply depending on the knowledge and skills
addressed. On the one hand, this acts as an of an individual official. It does so by providing
effective signal to the effort that individual resources across five hubs (detailed
officials and their managers should be putting in descriptions in Section 2) – accessible to every
to build competent teams; on the other, it lays government official even before their MDO has
bare the opportunities available to entities that onboarded onto the platform using their NIC-
have the capability to offer competency allocated email ID:
building products (CBPs). The latter is
accomplished by solving the information 1. Competency hub: detailing the roles,
asymmetry that plagues the market for quality activities, competencies and knowledge
CBPs3. resources for every position.
2. Learning hub: facilitating competency
iGOT Karmayogi gives shape to the mandate of building through suitable courses,
the 2012 National Training Policy (NTP) to use assessments and learning
e-learning technologies to cover the training recommendations (i.e. CBPs).
needs of a large number of officials who 3. Career hub: enabling the government
currently have little or no access to to solve the complex problem of
opportunities for quality training. Distance and encouraging lifelong learning, and
e-learning provides “unparalleled opportunities finding the right person for the right
for meeting the training needs of the large job.
number of civil servants dispersed across the 4. Discussion hub: providing officials with
State in different cities, towns and villages" an opportunity to benefit from insights
(NTP, 2012, p. 32). The NTP also talks of the from previous discussions and to trigger
need to match the competencies of the officer new conversations around particular
with those required for his/her role – queries they may have.
“...essential to match the individual's 5. Network hub: enabling officials to
competencies with the jobs they have to do and discover others in the government who,
bridge their competency gaps” (p. 2). given past experiences, recognised
competencies, and contribution to
3
In doing so, the expectation is that the iGOT platform will help to develop an efficient market for CBPs – one in which
government training institutions, universities, research institutions, private providers, as well as retired and serving officials can
offer their products that will be assessed for their impact in the workplace.
4
The 70-20-10 model is based on the principle that: 70% of learning comes from experience, experiment and reflection; 20% is
derived from working with others; and 10% comes from formal intervention and planned learning solutions.

Part 1
previous discussions on the platform, As competencies are at the core of this
may be in a position to help solve a solutioning space, this document will primarily
problem. examine the competency hub within which the
process of FRACing resides. Using the example
For multiple reasons, governments in India of the official Shanti, Section 1 defines the
often require their officials to take on process of FRACing, covering what it can
responsibilities for which they do not have prior potentially offer and what it aims to
experience or knowledge. As tasks become accomplish. Section 2 provides a brief overview
more complex and citizen expectations go up, it of how the iGOT platform is envisioned and
is important that governments are able to how FRACing is at its core. Delving deeper,
improve their ability to reduce the competency Section 3 takes a systems view of iGOT
gaps of their officials in relation to the roles and Karmayogi, outlining how various kinds of
activities they are required to perform. In order assessment can be used to generate a nuanced
to meet the challenges of the 21st century, the understanding of users as well as the many
civil servant of today is envisioned to be as analytics the platform will provide. Section 4
shown in Figure 1 below. details the directories and dictionaries of iGOT
Karmayogi that culminate into a registry,
Given the pace of change in the way work is explaining why their interrelationship is the end
organised, often due to technological changes product of the FRACing process. Finally, Section
and sometimes due to unforeseen events (such 5 covers the pre-FRACing steps Part 2, which is
as the recent COVID19 pandemic), it is a companion document, will cover the FRACing
imperative for governments to constantly take process in detail.
stock of their ability to manage themselves.
FRAcing will help them do so.
FIGURE 1. The 21st century civil servant

Section 1 What is FRACing?
Shanti has just been posted as a Director in the her own competencies? How will she make up
Department of Personnel Training (DoPT), for the gaps in her competencies? Where will
Government of India. The work allocation has she go to get clear answers to these questions?
been issued with the approval of the Secretary
of DoPT. Shanti has been designated as the The FRACing process (that will begin with
Director (Vigilance)5. Having moved from an creating dictionaries of positions, roles and
entirely different department, she now needs activities, and documenting their linkage to
to figure out what her new position entails. As competencies) enables government MDOs to
Director, Shanti has many roles to perform, build an accurate picture of the relationships
each of which involves many activities which, in and the full list of positions, roles, activities,
turn, require many competencies (behavioural, competencies and knowledge resources
domain, functional or BDF). How will she relevant to them. Most importantly, however, it
identify the various roles, activities, also enables officials like Shanti to understand
competencies and knowledge resources the competencies required and how they can
required for this position? How will she identify acquire them (as shown in Figure 2 below).
FIGURE 2. What FRACing tries to capture
Adapted from DoPT (2020).
5
In the dictionary of positions, there is a base definition of Director (Vigilance). However, depending on who is occupying that
position, depending on the competencies and effectiveness of that person, the HoD may choose to assign some of the roles of
Director (Vigilance) to people holding other positions in that MDO.

Part 1
By FRACing and obtaining the details shown amongst others), who will be able to
above, the process allows for the position to achieve excellence by getting a better
evolve so that it better serves the interests of sense of the nature and demand for
both the government and the citizens. CBPs, and the impact their alumni are
having in the workplace – the
Benefits to the various stakeholders include: correlation may be spurious, we may
never know!
• Governments, who will be able to • Providers of CBPs, who will be
better communicate to officials what its rewarded for excellence through better
expectations are from holders of each volumes (impact scores will be assigned
position, the roles and activities that to all CBPs on iGOT – see Table 3 for
they will be called upon to perform and more information on scores).
the competencies (BDF) they will need
to have to be able to successfully What this means is that when every MDO
execute against these roles and completes both its pre-FRACing as well as full-
activities. fledged FRACing process and produces its own
• Managers and their team members, Figure 2 for all positions, it will directly benefit
who will be able to get a better sense of all stakeholders detailed above.
each other's competencies. This is
possible on iGOT because of the micro- FRACing cannot be a one-time process. It has to
question arrangements that will be in be continuously updated so as to reflect the
place to drive the 360-degree constant changes that occur when new work
assessments as well as the authorised allocation orders are issued by re-tagging roles
independent assessment centres it will and activities with positions. Although most of
offer6. the heavy lifting on FRACing will be done once
• Government officials, like Shanti who every three years8 (see Part 2 – the companion
will take responsibility for their own document – for detailed steps), the internal
career development because of the FRACing unit (IFU) will have to ensure that each
newfound clarity around competencies time a new work distribution order is issued
required for each position, and access and/or the roles and activities associated with a
to the most impactful CBPs through position are tweaked, or when a recruitment
iGOT – irrespective of whether they notice is put out or indent placed to a
have the approval of their manager, recruitment agency like the Staff Selection
and whether their MDO has onboarded Commission (SSC) or the Public Service
onto the platform7. Commission, it is always done via the relevant
• Providers of CBPs (such as Central and workflow on iGOT. This will be possible only
State Training Institutions (CTIs, STIs), when an enforceable government order is
6
Each competency on iGOT will be assigned by DoPT to a GoI department to be its owner. Competency-owning departments
(CODs) will have the responsibility to ensure the following with regards to each of the competencies assigned to them: 1) High
impact CBPs are available on iGOT. They can do this by developing CBPs themselves or through their training institutions or by
fixing the price that providers can charge for CBPs that build competencies assigned to them; 2) Proctored, independent,
authorised assessment (PIAA) capacity is available with a waiting time of less than 24 hours; and 3) Question banks, used for
360 degree assessments on iGOT and PIAA, yield results that are valid and reliable. The quality of these three will be ensured
through quarterly score carding by iGOT’s Special Purpose Vehicle (SPV) of all competency-owning departments, the results
from which will be used on the PM dashboard and published in the annual State of Civil Services Report (SCSR).
7
These CBPs can be accessed at their own cost until their MDO has tagged competencies to roles linked to their position (i.e.
through the preparatory FRACing steps or the FRACing process itself).
8
Although an ongoing process, FRACing in its entirety must be repeated every fourth year (i.e. within the first quarter of the
fourth year) or whenever there is a change in government – whichever is earlier.
10 F R A C a n d e v e r y t h i n g e l s e o f F R A C i n g
Part 1
issued that requires this. Only then will iGOT the MDO. These competencies also describe the
continue to remain functional and relevant by key values and strengths that help an official
being the single source of truth for each perform effectively in a range of roles.
position, and the linkage between each position Collectively, they can help an MDO plan their
and the roles, activities, competencies and talent requirements. For her new position as
knowledge resources related to it. Director (Vigilance), for example, Shanti may be
required to have problem solving, decision
Defining Positions, Roles, making and leading others as core behavioural
competencies.
Activities, Knowledge
Resources and Competencies Domain competencies are shared by a ‘family’
of related positions that have common roles
In order to be able to FRAC successfully, a basic and activities, and form a logical career path.
understanding of positions, roles, activities, These competencies are defined for a specific
knowledge resources and competencies must MDO (for example, the Ministry of Personnel or
be established. the Department of Biotechnology). Domain
competency requirements may be concentrated
A position is defined as the place in which an in one specific MDO but that does not mean
individual is located in an organisation, that others will not need them. While the
entrusted with a set of roles and activities to be Department of Personnel will require Shanti to
carried out. Roles are a coherent set of display competence in vigilance planning, the
activities that are usually sequential and carried Ministry of Health or Ministry of Human
out to achieve an objective or milestone. Every Resource Management may also require their
individual activity within a role is thus an action Director (Training) to have the same
taken to contribute towards this objective/ competency.
milestone. Knowledge resources are artefacts
(documents, software, etc.) provided by the Finally, functional competencies are common
MDO for an individual to perform a certain among many domains, cutting across MDOs, as
activity (e.g. standard operating procedures well as roles and activities. For example, project
(SOPs), manual of procedures, policy manual, management, budgeting, communication etc.
legal policies (i.e. Acts), software such as are required for many roles across many MDOs.
SPARROW, etc.). Finally, competencies can be
defined as a combination of attitudes, skills and Although they may use slightly different
knowledge (ASK) that enable an individual to terminology, others have used carefully
perform a task or activity successfully in a given researched and developed their understanding
job. There are three distinct types of of competencies to improve their working. For
competencies – behavioural, domain and example, the United Nations has listed eight
functional (BDF). core and five managerial competencies (UN,
2020); IAEA has four core and 11 functional
competencies (IAEA, n.d.); OECD has 15 core
Typologies of competencies and technical competencies (OECD, 2014); and
the NeGD, Ministry of Electronics and
Behavioural competencies are a set of Technology, Government of India has
benchmarked behaviours that have been developed a set of e-governance competencies
observed among a range of high performers. (NeGD, 2014). We anticipate that our
These capture competencies displayed (or understanding of competencies will both build
observed/ felt) by these individuals across a on these existing frameworks as well as
range of positions, roles and activities within contribute to the body of literature.
11 F R A C a n d e v e r y t h i n g e l s e o f F R A C i n g Part 1
Section 2 Why is FRACing at the core of iGOT Karmayogi?
The iGOT Karmayogi platform is envisaged as a 2. A learning hub, which will facilitate
solutioning space with five hubs (see Figure 3 competency building by providing a
for Shanti’s journey through the iGOT ‘marketplace’ for CBPs. These CBPs
Karmayogi platform and Figure 4 for a could be courses, workshops, learning
diagrammatic version of the same): events, training programs or other
services or products that enable an
1. A competency hub, which will individual to address the competency
essentially be a repository of roles,
activities, competencies and
BOX 1. Onboarding course for CBP providers
knowledge resources for each
position in the government, thereby
While minimal friction for onboarding CBPs guides
improving the understanding of what
the design of the platform, there needs to be a
it will take for officials like Shanti to
feature for flagging inappropriate content to the
pursue a career path of their choice
MDO that is the owner for each competency (i.e.
and do well in the current position.
COD). AI should also be used for this as should
The hub will:
periodic auditing of content that has been flagged
a) Enable Shanti to recognise her
as inappropriate through crowdsourcing. If a CBP
competency gaps and close
relates to more than one competency and these
them;
relate to more than one MDO, then the MDO that
b) Enable her to credibly signal
has the largest number of related competencies will
the extent to which her
be responsible and they will have to be notified. A
competencies match the
standardised workflow for the review process
requirements for existing and
needs to be developed on iGOT that flags a CBP
future vacancies;
following which a number of actions such as
c) Enable her to take charge of
temporary suspension of the CBP, of a content
her life goals with respect to
provider or their permanent removal can be done
attitudes, skills and knowledge
after following due process as envisaged in the
(ASK) acquisition;
workflow. ‘Smell tests’ will need to be developed
d) Enable HR managers to identify
for a CBP which could be used as a self-certification
large-scale gaps in
checklist. Explanatory videos that CBP providers can
competencies and take
view before submitting the checklist will be very
corrective action by
useful. How do we get all of this done?
onboarding suitable CBPs and
encouraging officials like Shanti
One way to do this is to create a course on iGOT
to pursue them; and
Karmayogi which CBP providers will be required to
e) Enable MDOs to identify new
complete and get certified as soon as they register.
competencies that may be
This course could cover the guidelines, terms and
required to meet emerging
conditions. This way we can make sure that they
departmental goals as and
understand the rules, principles and values of the
when they emerge9.
platform.
9
This will happen because as new activities are identified and assigned to existing or new positions, the distribution of work
order will get modified. Since this can be done only on the iGOT platform and this requires linking of competencies to the new
activity, the IFU will be forced to define new competencies that will immediately show up in the iGOT Karmayogi learning hub.
Part 1
gap. These can be delivered digitally, a) Enable individual officials like
face-to-face, blended or in any new Shanti to understand the extent
form that may emerge. The providers of to which different positions in
these CBPs could be: government the government match their
organisations such as CTIs, STIs; current competencies and their
academic organisations such as future competency acquisition
universities, research institutes; not-for- plan; and
profit and for-profit agencies such as b) Help HR decision makers in the
ed-tech companies, NGOs, government identify officials who
philanthropies; and individuals such as have matching competencies for
retired officials, celebrity coaches etc. vacancies they are looking to fill.
(see Appendix 1 for a proposed 4. A discussion hub, which will provide
approval and pricing plan for different Shanti with an opportunity to benefit
types of CBP providers). Every single from insights from previous discussions
CBP will be tied to (i.e. tagged to) one and to trigger new conversations
or more competencies as declared by around particular queries she may have.
the provider. It will be against these 5. A network hub that will enable Shanti
declarations made by the providers that to discover others in the government
the impact on the workplace of those who, given past experiences, recognised
who have completed a CBP and been competencies and contribution to
certified for it will be assessed10. These previous discussions on the platform,
competency assessments at the may be in a position to help her solve a
workplace will be used to build the problem.
impact score of a CBP. It is therefore of
great importance that declarations by As previously mentioned, all five hubs will be
CBP providers are appropriate and accessible to Shanti whether or not her MDO
workplace assessments of has onboarded onto the platform (see Figure 3
competencies are both reliable and for Shanti’s journey through the iGOT
valid. CBPs can be made available for Karmayogi platform). These unique features
consumption by government officials imply that the iGOT learning hub will need to
without having to go through a have:
complicated procurement process that
often compromises quality in the name 1. The best of what India and the world
of low cost. has to offer in one place.
3. A career hub, which will enable the 2. The ability to aggregate individual and
government to solve the complex departmental requirements so the
problem of encouraging lifelong buying power of government can be
learning, and finding the right person optimally deployed.
for the right job. The hub will:
10
CBP providers should take extreme care to ensure that their products are tagged to the correct competencies (using the
competency dictionary on the iGOT Karmayogi platform). In case there is no competency in the competency dictionary that
covers their CBP, CBP providers will be able to add to the dictionary themselves (see ‘Pre-FRACing steps for CBP providers’ in
Section 5 for instructions on how to do so). Inappropriate tagging could result in their CBP ending up with a low impact score
despite being impactful. This is because the iGOT Karmayogi platform will calculate the impact score based on the PIAA score,
C-CS, and the 360-degree workplace competency assessment score (WPCAS) of the competency that was tagged by the CBP
provider. However, when there is a pattern that the AI engine is able to recognise – showing that competencies other than
those tagged by the CBP provider are showing a positive/negative impact consequent upon certification by a CBP provider – the
provider will be informed of the same. This fact will also be surfaced to the SPV for suitable analysis.
3. Low barriers to entry so that certain build the next level of competency and displays
CBP providers (private providers whom what others similarly placed are consuming.
MDOs have either sourced or
negotiated with, or in-service officials)
can offer their resources after self-
certification using the content quality
toolkit on the platform. Other than
these, all other types of CBP providers
(see Appendix 1 for a list) will need to
be registered with and approved by the
Competency Building Commission (CBC)
before they can onboard content. Clear
criteria will be set by the CBC that CBP
providers must meet, after which they
are free to onboard content11. They can
then showcase the impact that their
offerings have had on the workplace
assessment of participating officials and
the price point they are willing to offer
it for12.
4. The power to solve for the information
asymmetry that exists in markets for
CBPs by surfacing the workplace
impacts of each resource, module,
course and program.
In a traditional setup, feedback given by

participants on the completion of a CBP, such as
a course or a workshop, is what drives its
ratings. This overlooks the impact a CBP may or
may not have on the participant’s competencies
once they apply the ASK acquired following the
completion of a CBP. The iGOT platform solves
this by assigning impact scores to CBPs by
looking at the improvement in competencies as
assessed at the workplace and through
independent testing.
This is why FRACing is at the core of the iGOT

Karmayogi platform. It identifies competency
requirements and matches them to high impact
CBPs. It suggests adjacent CBPs which help to
11
All CBP providers should be asked to renew their status as an approved provider every five years.
12
Despite low entry barriers, quality will not be compromised. Periodic audit by the quality team will be encouraged, as well as
crowd sourcing of inappropriate, poor quality content and instances of false certification. The consequences of any of the
above will be quite costly for the provider because it will have a direct impact on trust score of the provider. Once the trust
score falls below a certain threshold their uploading privileges will be restricted and will require prior quality audit by the iGOT
SPV quality team.
FIGURE 3. Shanti’s journey through the iGOT Karmayogi platform
Section 3 Systems View of iGOT Karmayogi
This section provides a systems view of iGOT As described above and envisioned in Figure 4
Karmayogi and the manner in which proctored, below, the iGOT Karmayogi platform consists of
independent, authorised assessments (PIAAs), five hubs: competency hub, learning hub, career
as well as micro-question based continuous hub, discussion hub, and network hub.
assessments, can generate a nuanced picture of
users. It also details the kind of analytics that
will be available for users whose competencies
are being assessed, for those who are providing
CBPs and for HR managers.
FIGURE 4. iGOT Karmayogi as a solutioning space
Part 1
role, A2 is the part that deals with the
Analytics from iGoT assessment of existing competencies of
individual officials, and A3 is the part that
The interaction between users and CBPs will delineates the competency gaps of individual
produce analytics that can be useful to officials vis-à-vis the roles they are currently
individual officers, managers and CBP providers. required to perform (A1 minus A2).
An example is that of data on the educational
qualifications of users on iGOT. When a large With regards to A2, these assessments are
number of data points on this is matched with: sought to be accomplished in two ways. The
a) roles that people with a particular first is through the cumulation of assessments
qualification or a combination of made by those who observe each other's
qualifications have, and competencies and one’s own self-assessment
b) the competencies associated with each (360-degree). The second is the independent
role and the CBPs that each person with assessor arrangements that the owner
these qualifications have completed, department for each competency will put in
it is possible that the iGOT platform finds a place and notify on iGOT Karmayogi. While the
statistically significant relationship showing that latter will typically use computerised proctored,
those certified by Annamalai University do independent, authorised assessments (PIAAs),
better than those certified by the Harvard the former will require a set of micro-questions
Kennedy School in the competency to be posed and answered that have the ability
Macroeconomic Forecasting (provided they to capture all aspects of each competency.
have a Masters in Economics from the Delhi These micro-questions, which will be in yes/no
School of Economics). The platform could also and multiple-choice formats, will be periodically
find, as would be expected, that a certification posed to officials both as part of their peer and
in macroeconomic forecasting does not have self-assessment. Both will contribute to the
any relationship with improvements in the competency score (CS) of an official (see Figure
competency behind drafting of cabinet notes. 7 for an illustration and Table 3 for a detailed
description of the score).
This is only one example. Several other insights
may also emerge as the number of users grow The algorithms that build these competency
and details about them and the CBPs they scores will improve over time as it receives
complete get richer13. more anonymous data and therefore more
scenarios and relationships to analyse and the
same is ground truthed. These insights, when
Analytics in service of officials used appropriately to generate organisation
and their managers scores on the PM dashboard14 and when
published annually in the State of Civil Services
As shown in Figure 4, A1 is the part of iGOT that Report (SCSR)15, are expected to trigger
outlines the competencies required for each substantial improvements in the way in which
13
This data will only be available with usage and will only be shared with appropriate groups (with appropriate data protection
and anonymisation mechanisms in place).
14
The PM dashboard is envisioned to be an all-encompassing view of progress made by all MDOs with respect to Mission
Karmayogi. It will capture key performance indicators (KPIs) across certain predefined thematic areas and display them in a way
that will promote engagement on the platform – such that it advances the goal of making it possible for officials to perform well
in each of the roles required by their respective positions. Various indicators are then clubbed together with differential
weights so as to produce a ranking of all MDOs with respect to their human resource development practices.
15
The annual State of Civil Services Report (SCSR) will be a consolidated performance review of the civil services as a whole
with a focus on achievements and contribution to national progress.
Part 1
human resources are developed and deployed • The entire exercise will need to be
in government. At this point it is important to sensitively carried out and the results
acknowledge that, although all of this can be used carefully.
expected to result in improvements in the
means at the disposal of individual officials like An example of a set of micro-questions,
Shanti, it is only when means, motive and answers to which should be able to produce a
opportunity (MMO) co-occur that one can macro picture on a competency related to
expect the implementation capacity of the state organising a meeting, could be:
to improve. Improvements in motivation will
require reforms in the annual appraisal process o Was the agenda circulated in advance
as well as ways to foster intrinsic motivation; of the meeting?
improvements in opportunities will require o Did the agenda have notes that clearly
reforms in business process and expenditure described the background and the
architecture. decision being sought?
o Did the agenda contribute to a
The following are therefore the salient points to successful outcome of the meeting?
kept in mind while trying to get a good
understanding of the competencies of users: Another example of a set of micro-questions on
a competency related to presiding over a
• The micro-questions will need to meeting could be:
capture all the nuances of a
competency and will have yes/no and o Did all those who could make a
multiple-choice answers. contribution to the meeting get a
• The PIAA will need to use question chance to share their views?
banks that produce assessments that o Were contrasting/dissenting
are both valid and reliable. opinions/suggestions listened to with
• The micro-questions will have to be respect and noted for follow
periodically canvassed but in a way that up/decision?
it does not impose a load on officials. o Were the conclusions reached clear to
• The responses need to be analysed with you?
the help of AI and ML after taking into o Were the minutes of the meeting
account the trust scores of those circulated within a week?
responding to produce a valid and o Did the minutes capture all the
reliable macro picture of the decisions taken?
competencies of each of the users on o Did the minutes clarify who had to do
iGOT Karmayogi as well as the impact what by when?
score of the CBPs they have taken.
• The appropriate mechanisms for From the above it is clear that the micro-
administering these questions (paper, questions associated with each competency will
email, surveys or a workflow on iGOT) have to be built from a good understanding of
will have to be worked out through an the description of that competency in the
analysis of the user interface and their competency dictionary. The same will be true
experience so as to reduce the friction for the PIAAs as well. The responsibility for
for those who are called upon to building the question banks for both the micro-
provide answers to the micro- question as well as the PIAAs is of the GoI
questions. department which has been notified by the
DoPT as the owner of each competency (i.e. the
COD).
In the case of domain competencies, the experiences. This will also allow them to see the
question of which department is the best owner individual’s growth and competency journey
will be quite clear. In the case of functional over time; emerging patterns will therefore
competencies that are nothing but domain help them ascertain which agencies provide
competencies which have wide inter- them with the best talent.
departmental utility will need to be assigned to
a department. In the case of behavioural Over the years, the GoI has seen an increase in
competencies which will be required by almost contractual workers (e.g. data entry operators,
all departments, the DoPT seems to be the multitasking staff, taxi drivers, etc.) – individuals
natural owner. who are not employees of any MDO but whose
services are regularly required on a short-term,
Taken together, the above insights are expected intermittent basis. Competency passbooks (CPs)
to provide users, managers and providers of will exist not only for regular government
CBPs a nuanced understanding of where each of officials like Shanti but also for anyone who has
them stands vis-à-vis their expectation about worked either directly or indirectly on a
themselves and what others expect of them. government assignment (either through their
organisation or as an individual). Using this
information, HR managers will be able to make
Analytics in service of HR informed procurement decisions and identify
managers the organisations that provide better quality
workers.
As the person who is responsible for the
competency owned by their MDO, HR managers When HR managers, especially those who work
will be tasked with ensuring that CBPs of as Cadre Controlling Authorities (CCA), need to
adequate quantity and quality for their owned make decisions regarding officials deployed
competencies are available on the iGOT from the cadre they control to different MDOs,
learning hub. The platform will provide them the CP will enable them to figure out which
with the information on which competencies cadre members are better suited to which
are not adequately covered or are poorly MDO.
covered by CBPs, thus enabling them to fill
these gaps. HR managers are also responsible Finally, fresh government recruits usually go
for onboarding PIAA providers. Most through a probation period after which they are
importantly, however, the platform allows HR confirmed in service. Their competency
managers to observe the competency gaps that assessments and learning journey over the
exist in their MDO and rectify the problem. probation period will be available to HR
managers – these analytics can be factored in
With regards to the hiring process, HR coming to a decision of whether the individual
managers will also get analytics on the quality on probation should be confirmed. At a later
of recruitment of their own recruitment stage, if the government so chooses, they can
activities, of others that recruit on their behalf also be used to determine promotions and
such as the Union Public Service Commission empanelment within the government.
(UPSC) or the SSC, and even of external
manpower agencies they have retained for
recruitment purposes. Once hired, HR managers
will have access to the competency passbooks
(CPs) of individuals, using which they can make
decisions on what roles and activities they can
assign to an individual based on their prior
impact this (A2) has on the impact score
Analytics in service of providers of their CBPs (B2)); and
of competency building products 3. Anonymised data from A3 (competency
gaps, A1 minus A2) for each role,
(CBPs) showing the increase/ decrease in
competency gaps over time.
For the purpose of analysis, providers of CBPs
(Figure 4, B1) will have to have access to
aggregated anonymous data from the iGOT
platform of those who have been certified by
them so that they can experiment with ways to
improve the workplace impact of their CBPs and
thereby improve the impact scores of their
CBPs. They should also be encouraged to
provide ‘after sales service’ to those who
complete their CBPs so that performance
improvements can continue. Providing
opportunities for collaboration between those
who completed a CBP at different points of time
would also be useful.
The availability of insights from the above

interactions, suitably anonymised for CBP
providers, can encourage the generation of a
new class of CBPs that are fine tuned to the
needs of different kinds of users.
CBP providers will need to develop a nuanced

understanding of the learning hub and the
impact of their CBPs if the hub is to function
well. This will become possible when they have
access to:
1. Anonymised data from A1

(competencies) and the roles, activities
and positions associated with each of
them as well as the number of positions
that require each competency;
2. Anonymised data from A2 (competency
assessments) of those who have been
certified by each CBP provider following
successful completion of CBPs offered
by them on or through iGOT Karmayogi
(A2 will also help them see the impact
that their CBPs have on the users as
assessed in their workplace and the
Part 1
Section 4 Directories, dictionaries and their relationships
This section lists the digital directories and and when required. A collection can be viewed
dictionaries and their culmination into a registry as a dynamic rubber band that groups all
on iGOT Karmayogi, and explains why the variants of a position or role. For example, as
detailing of their interrelationship are the end earlier mentioned, there exists a base definition
products of FRACing. of Director (Vigilance) in our registry. However,
the Secretary of DoPT may decide that two of
As a digital system, iGOT Karmayogi requires the roles under this base definition should be
precision and consistency in the use of labels taken away from Shanti (as she is overloaded)
and descriptions. For example, the terms and be given to the Director (Administration).
position, role and activities have unique Thus, while we have a new variant of the
meanings on iGOT because of which they Director (Vigilance) within the DoPT (which will
cannot be used interchangeably however receive a new name and code), this variant will
normal it may be to do so in our daily lives. still be a part of the Director (Vigilance) family.
All variants of this position will constitute a
A directory on iGOT Karmayogi is bound collection. As dynamic entities, it is up to us to
together by a common identifier. For example, decide how to use collections – but the base
the directory of MDOs will contain a full list of definitions from all directories and dictionaries
all ministries, departments and organisations in are irrefutable.
the government with a unique code for each.
On the other hand, dictionaries can be seen as a Given the significance of these entries in
kind of registry. While directories contain only directories and dictionaries, it is imperative to
listings, dictionaries while being lists also maintain their sanctity. Due to the requirement
contain a description of what each term relates for precision and consistency, only persons
to and its meaning. For example, a dictionary of authorised within each MDO should be
positions will not only have a list of all positions, permitted to make entries in accordance with
but it will also carry a short description of each the process notified by the iGOT Special
of them. The same is true of the dictionary of Purpose Vehicle (SPV) – Karmayogi Bharat16.
roles, activities and competencies.
For a complex digital system such as the iGOT
While in a physical world, eight separate platform to become functional, the contents of
directories and dictionaries are required, in a these directories and dictionaries will need to
digital world this will be bundled into a singular be strung together in ways so that its meanings
interconnected, multidimensional, flexible can be understood by a machine. This will be
registry, providing us with a composite picture possible when a common grammar is used,
of the government. The power of the digital what the platform calls a competency mark-up
world allows this multidimensionality – with an language (CML).
infinite number of entries and an infinite
number of relationships. These entries within There are several of these directories and
the registry will then be grouped within dictionaries as well as users and features – all of
different collections, which can be changed as which interact with each other to produce
16
A Special Purpose Vehicle (SPV) is established to implement the Public Service Capability and Productivity Enhancement
Programme of which iGOT Karmayogi is a part. The SPV (Karmayogi Bharat) will be a not-for-profit government-owned
registered company. Besides others, it will be responsible for developing and hosting the iGOT platform and ensuring that all its
associated processes are executed in a timely and appropriate manner.
Part 1
nuanced insights (what has been called 2. Dictionary of positions
intelligence in other parts of this document).
This is a list of all positions along with a short
description of the position. These positions will
Directories and dictionaries be recognised by their basic identity factors
such as the position ID (PID), the MDO they
In order to manage the processes indicated as represent and the name of the current
A1, A2 and A3 as well as B1, B2 and B3 in Figure incumbent (see Table 1 for the key information
4, iGOT Karmayogi will have to have the fields).
following digital directories and dictionaries:
It is possible that there are many positions that
1. Directory of participating ministries, are identical in the same organisation – for
departments and organisations (MDOs) example, an Assistant Section Officer (ASO) in
2. Dictionary of positions more than one department in an organisation.
3. Dictionary of roles In such cases, only one position is listed and the
4. Dictionary of activities rest are differentiated by the name of the
5. Dictionary of competencies incumbent. A position will be considered
6. Directory of knowledge resources different when it has at least two sets of roles
7. Directory of users (with their and their corresponding activities are different
competency and trust scores) from what is already listed in the dictionary of
8. Directory of CBP providers (with their positions on iGOT Karmayogi. In this case, a
trust and impact scores) codification schema will be used to differentiate
the positions (e.g. with a separate PID).
Given that there is still time for the full-fledged
FRACing process to roll out (as detailed in Part It may so happen that a large number of
2, the companion of this document), for now positions may emerge from FRACing or pre-
the focus will be on populating these FRACing that are only slightly different from
dictionaries through the pre-FRACing process each other in terms of the roles and activities. If
(as discussed in Section 5). The details of each that were to happen, they could be listed as
of these directories and dictionaries are listed variants of the position already in the dictionary
below. – for example PID432 and PID433 (or similar
such techniques that help in creating a unique
1. Directory of participating ministries, code for it). The reason for identifying these
differently is so that the incumbent and their
departments and organisations
training needs are adequately addressed. It also
(MDOs) allows the HoD/MDO to allocate roles and
activities to people who are most suitable
As the name suggests, this will contain a list of
according to the competencies they have been
all entities that have registered their intent to
certified for in they Passbook. It will not be wise
onboard on the iGOT platform and paid up the
to insist that roles and activities related to a
per person annual subscription. Soon after, they
position be fixed forever as this will make it
will be provided support to complete the pre-
impossible for managers to assign roles and
FRACing steps so that their positions, roles,
activities according to the competencies and
activities, competencies and knowledge
motivation of each person.
resources can be onboarded after completing
the iGOT Karmayogi due diligence process.
TABLE 1. Key information fields in the dictionary of positions, roles and activities
Name of current
PID MDO Position Label Position Description
incumbent
PID432 DoPT Deputy Secretary abc abc
RID Role Label Role Description
RID221 Training (Governance) abc
AID Activity Type Activity Description
AID081 Evaluation (Training) abc
3. Dictionary of roles 4. Dictionary of activities
A role is the first level of abstraction from As in the case of roles, it is important that
activities. Most of the time, activities can be activities are also uniquely listed and described
bunched together in a common thread. This on the platform (see Table 1). These activities
bunching could be based on a common, larger are actions or steps executed, conducted or
objective: a logical end step to a workflow, or a processed in a logical sequence by the
discrete set of actions that convey the incumbent to achieve an objective. While
completion of a milestone in a process. This sufficient amount of detailing needs to be done,
translates into a role label. care needs to be taken to ensure that they are
not over-detailed.
This dictionary lists, describes and assigns a
unique code for all roles that are distinctively Activities are the basic unit that emerge from
described on the iGOT platform (see Table 1 for the process. Unlike positions and roles,
the key information fields). Before suggesting a activities cannot be mutated (i.e. we can change
new entry in the dictionary of roles on the iGOT activities between roles, and roles between
platform, it is important to ensure that a role positions, but not activities between roles as
being considered for entry is not already they are usually part of a process). Breaking
present under a different label. AI and ML can down a position in terms of its activities and
be very useful here. The codification schema roles gives flexibility to HoDs to mix and match
will also be used to differentiate roles (e.g. with activities to positions so that the current
a separate role ID (RID)). incumbent competencies find an appropriate
match to the roles and thus activities they need
Competencies are tagged to roles so that it to perform. Moreover, as the nature of work
becomes easy for CBP providers and learners to changes, they start changing at the activity
understand the context in which a competency level. For example, the role of the cashier in a
has to be exercised. bank has changed significantly over the years.
Depending upon the usage of technology in that
Part 1
particular bank, many activities have ceased to competency level must also be specified. Users
continue while some additional ones have been will need it to assess the competencies required
added. The recent COVID19 pandemic has also for their current position and for positions they
caused a shift in the nature of work, and thus aspire to hold in the course of their career.
some changes at the activity level. Similarly, CBP providers will use this dictionary
for identifying and developing CBPs
As MDOs complete the pre-FRACing process, corresponding to specific competencies. A
the dictionary of activities will populate on the competency at a certain level can be linked to
iGOT platform. It is therefore important to more than one role.
ensure that the same activity does not get listed
under a different name. Maintaining the The DoPT Civil Services Competency Dictionary
uniqueness in the dictionary is going to be (DoPT, 2014) already has a list of behavioural
important. Again, AI and ML can help ensure competencies. This will be expanded by the
this as well as the codification schema (i.e. FRACing centre of excellence – the Institute of
activities ID (AID)). Secretariat Training and Management (ISTM) –
to include the commonly used and widespread
5. Dictionary of competencies functional and domain competencies of the
government. Alongside ISTM (an MDO),
Competencies are at the core of Mission competencies will also be added to the
Karmayogi. A competency dictionary consists of competency dictionary using different
the labels of all competencies, their processes by other MDOs, CBP providers, and
descriptions and the levels within them. This is CCAs before MDO-level FRACing begins. These
required to build a common understanding are covered in the pre-FRACing steps (as
among CBP providers and users of iGOT outlined in Section 5).
Karmayogi. Competencies are directly linked to
roles (see Figure 2); when specifying what As shown in Table 2, the competency dictionary
competency is required for each role, the will consist of the certain key information fields.
TABLE 2. Key information fields in the dictionary of competencies
Competency Competency Competency Competency Competency Level

CID17
Area Label Type (BDF) Description Level Description
Level 1 abc
Problem
CID817 abc Behavioural abc Level 2 abc
Solving
Level 3 abc
17
In order to ensure competencies are searchable and citable, the dictionary of competencies will be publicly available and a
classification code will be introduced in the form of the CID.
BOX 2. Differences between domain/functional and behavioural competencies
One of the biggest differences between the behavioural competencies and the
domain/functional competencies is that the latter (domain and functional) are discrete
and therefore it is possible to distinguish clearly amongst the levels of sophistication
(similar to class levels in a school). Just as the syllabus for each class is a construct
created by the ecosystem of the users (kids, parents, teachers), so are the broad
constructs for domain and functional competencies created by the stakeholders. In
contrast, behavioural competencies are generally accepted universally with cultural
adaptations.
Domain or functional competencies are the knowledge and skills required to do an

activity or a set of activities to achieve expected results. Therefore, activities are the
bedrock on which the domain and functional competency documentation is based on.
Any change in the list of activities attached to a role and a position will mean that the
competencies for that position will change.
Behavioural competencies, on the other hand, attempt to de-layer the personality of

an individual. Deconstructing a personality is not easy, particularly when one aims to
create mutually exclusive competencies. Moreover, competency levels are not
discrete. The levels, so identified, are usually median points of a behaviour continuum,
much like the notes of music. The continuum is artificially broken into levels at
convenient points.
As the sophistication of a behavioural competency increases, one can notice that the
intensity of intent or completeness of actions taken to carry out the intention
increases. The complexity of the actions taken and the greater breadth of impact of
such actions are associated with higher levels of the same competency (Spencer,
1993).
Thus, behavioural competencies straddle multiple roles and activities and cannot be
limited to one set of roles and activities unlike functional and domain competencies.
For example, ‘People First’, a behavioural competency, may be linked to many roles
and activities, whereas ‘Financial Accounting Standards’ may only be required for
those roles associated with financial and accounting related activities.
Part 1
The relationship between competencies
and positions and vice versa
provides the full list of MDOs where these
Figure 5 (to be read only from left to right) positions exist and also the total number of
presents a view of the relationship between people who are current incumbents within
one competency and the activities, roles and these positions. This information is important
positions associated with it (these definitions for the iGOT Karmayogi learning hub for CBPs to
will come from the dictionaries mentioned grow and flourish. Only when this is known can
above). This view is in service of the providers providers of CBPs grasp the kind of product they
of CBPs in the iGOT Karmayogi learning hub. need to develop and price their product on the
Such a view allows the providers of CBPs to basis of volumes they can target.
understand the range of activities and roles that
a certain competency is linked to; it also shows As you move from left to right, Figure 5 shows
the positions that require these competencies all the roles linked to the competency of
and the activities and roles associated with it vigilance planning (which therefore cover a
(note, however, that competencies are directly number of activities), and its related positions.
linked to roles, not activities). Furthermore, it
FIGURE 5. The competency view for CBP providers showing all positions linked to a specific
competency
MDOs and current

Competency Activities Roles Positions
incumbents
Familiarise with internal control
processes - Ministry of
Health
Vendor Director
Ensure compliance with internal ➔ ➔ - MHRD = 221
selection (Training)
controls - NTPC
- Air India
Identify sensitive points
Evaluate implications of
organisational changes,
Vigilance operational changes and changes
➔
Planning in business strategy using
appropriate internal control
frameworks Recommend - MCD
Director
➔ vigilance ➔ - CVC = 184
Advise board and senior (Vigilance)
policies - DoPT
management on improvement
initiatives to improve controls
Develop internal control

frameworks for the internal audit
department
Note: This figure is for illustration purposes only. The final version may be different.
Part 1
Figure 6, on the other hand, shows all of the competencies that are linked to this position.
competencies linked to a position – again to be Here the view is of all competencies linked to
read only from left to right. It shows all the these roles and therefore this position. When
roles linked to the position and the activities one views these roles and activities
linked to these roles but may not show all the independently, one finds that a number of
roles linked to each activity. For the sake of domain and behavioural competencies are
depiction, two different roles and their activities repeated (as can be seen in Figure 6 below).
have been taken up to show all of the BDF
FIGURE 6. The competency view for users showing all competencies linked to a specific position
Position Roles Activities Competencies (BDF)

Initiative vigilance inquiries - Networking (B)
Examine preliminary inquiry ➔ - Organisation
report awareness (B)
Vigilance
➔ ➔ ➔ - Vigilance planning (D)
Actions Identify issues in the preliminary
- Prosecution
report and take necessary
actions
➔ management (D)
- Time management (F)
Assess internal control
framework
Director Assess adequacy and
(Vigilance) effectiveness of controls ➔ - Decision making (B)
- Stakeholder
Evaluate implications of
management (B)
Recommend organisational changes, ➔
- Prosecution
➔ Vigilance ➔ operational changes and
management (D)
Policies changes in business strategy ➔ - Supervisory skills (F)
using appropriate internal
- Time management (F)
control frameworks ➔
Advise board and senior
management on improvement
initiatives to improve controls
Note: This figure is for illustration purposes only. The final version may be different
Figure 6 is in service of officials such as Shanti Besides, once competency assessments at the
and their managers who are registered on iGOT workplace begin and those who have
Karmayogi. Once pre-FRACing has been completed CBPs offered on the iGOT platform
completed in an MDO, this view helps officials get their competency tested, the learning hub
of that entity to understand all the roles and will begin to carry the impact scores of their
activities they are required to undertake as well CBPs on offer. This will allow Shanti and her
as the competencies they need to have to manager to make the right choice based on the
perform them well. cost and impact score of a CBP.
Part 1
6. Directory of knowledge resources 1. Competency Score (CS): The
competency score is calculated against
Besides the dictionaries described above, the the competencies a learner has been
iGOT platform will also carry several directories tested for. It is algorithmically derived
(or listings). One such is the directory of by suitably weighting the following two
knowledge resources. These range from policies scores:
to software to legal frameworks to manuals. • Testing competency score (TCS):
Linked to activities, they are provided by MDOs This combines the CBP
to allow officials to perform a certain activity. competency score (C-CS), trust
The directory of knowledge resources will be a score of the CBP provider, PIAA
collection of all these artefacts. The platform score, and trust score of the PIAA
will allow for MDOs to upload these files and/or provider. This will tell us whether
share suitable links. Once uploaded, these Shanti knows what needs to be
resources will be available to all across the iGOT done (knowledge) and how to do
Karmayogi platform (i.e. once uploaded, it will it (skill) – i.e. Means.
become a common resource and can be used by • Workplace competency
more than one MDO). assessment score (WPCAS):
These reflect the 360-degree
assessments done by self, peer,
7. Directory of users (with their manager and subordinate by
competency and trust scores) answering multiple choice
questions (MCQs) posed to those
The directory of users consists of details of CBPs who come into professional
completed and certified as well as a user’s contact with Shanti. This will tell
competency score (CS). As one of the key us whether she is using her
principles of iGOT Karmayogi is the knowledge and skill (i.e. Means)
democratisation of access to high quality CBPs, to be productive in the
individual officials such as Shanti will be able to workplace. When the Means is
onboard the platform, even when her MDO has there, both Motive and
not onboarded, and start taking CBPs (at her Opportunity will be required for
own cost). this to happen. When fully
developed, the WPCAS will pose
The CS of Shanti will be recorded in the CP. For 25 million questions to 25 million
every new position she will hold, a new ‘page’ in officials every day.
the passbook will be created for the CS (so
there will be past competency scores and a 2. Competency gaps: As shown in A3 of
current competency score). Ultimately, 25 Figure 4, competency gaps are an
million government officials will have a CP the important component of the equation.
same way they have an Annual Performance The CS should be seen as a timeseries
Appraisal Record (APAR). While every user will rather than a snapshot – one that
have a ‘public’ profile page, the CP will only be shows the increase/ decrease in
accessible to those with authorisation. competency gaps over time vis-à-vis the
roles Shanti is required to perform in
As shown in Figure 7, the CP will be made up of her current position (provided she has
two components:
Part 1
held it for three months)18. This gap • A government official purchasing a CBP
should be captured every six months to obtain desired competencies (using
(on the 1st of April and 1st of October). her IIW that will be allocated funds as
per the annual capacity building
Other than the CS, learners also accrue an budget)
engagement score while interacting with the • A government official purchasing a CBP
platform, which reflect the engagement of the from her pocket.
users on the platform. There are also karma • A citizen purchasing a CBP because s/he
points that help track the effectiveness of users’ feels the need to acquire a competency
interactions with the Karmayogi platform and and signal its acquisition.
four of its five hubs (competency, learning, • A citizen or official taking a course that
discussion and network). has no payable course fee19.
A combination of all these user scores, For all of the above, the impact scores for CBPs
alongside others, will be used to build an is going to be important criteria for choosing
organisation score on the PM’s dashboard and capacity building products (see Table 3 for more
subsequently in the annual SCSR (see Table 3 information).
for more information on this).
Buyers on the iGOT Karmayogi learning hub will BOX 3. iGOT for non-governmental
fall into one of the following categories: individuals
• A ministry, department or organisation Thanks to the COVID19 pandemic, iGOT 1.0

wanting to purchase a CBP for all its has already made a start in terms of making
employees. courses available to individuals not working
• A manager paying for a CBP (using the with the government (i.e. Corona Warriors).
iGOT Department Wallet (IDW) that will Would we like to take this idea forward by
be allocated funds as per the annual making it possible for those who are not
capacity building budget) for one or government officials to consume CBPs and
more members of her team. receive certification by paying fees? At what
• A government official purchasing a CBP stage should one develop this feature? Would
to close her competency gap (using her we like to use this as a process for
iGOT Individual Wallet (IIW) that will be recruitment?
allocated funds as per the annual
capacity building budget)
18
If Shanti has not been in a position for three months prior to the 1st of April or 1st of October, then there will be no entry for
competency gaps in her passbook. Only when she has completed her three months will the gap be recorded (i.e. if she joined
on the 2nd of January, 89 days before the 1st of April, her gap will not be recorded on the 1st of April). An official should be given
a minimum of three months to fill their competency gaps before being questioned about their gaps.
19
This should ideally be a conducive climate for philanthropies and CSR funds to invest in building new CBPs on iGOT.
FIGURE 7. The Competency Passbook (CP)
Part 1
TABLE 3. Scoring on iGOT Karmayogi20
Subject of
Score Conducted by Definition
assessment
This score will be given to a learner on the
completion of a CBP and its corresponding
CBP
assessments. It is based on the learner’s
1 competency Learner CBP provider
performance on these assessments and contributes
score (C-CS)
to the TCS (thereby the overall competency score of
an individual).
Maintained in the Competency Passbook (CP), the
competency score is calculated against the
Competency competencies a learner has been tested for. It will be
2 Learner iGOT system
score algorithmically derived by suitably weighting: the
workplace competency assessment score (WPCAS)
and the testing competency score (TCS).
The CQS is a combination of two scores: the first is
provided through self-certification by the CBP
Aggregate of
Content quality provider; and the second is the score as assigned by
3 CBP provider scores by multiple
score (CQS) a learner and auditor (as appointed by the SPV) of
players
the CBP. When the two CQS are very close to each
other, the trust score of the CBP becomes high.
This score shows the impact of a CBP on the
competencies (one or more) the CBP addresses. It is
4 Impact score CBP provider iGOT system calculated by aggregating improvements in the
competency scores of officials who have been
certified on the completion of a CBP.
Karma points reflect how a user interacts with the
iGOT Karmayogi platform and four out of five of its
hubs – i.e. how a learner engages on the discussion
5 Karma points Learner iGOT system hub, network hub, as well as the competency and
learning hubs. It also quantifies how meaningful and
impactful contributions are – are you helping others
in a meaningful and effective way?
The engagement score measures the user’s
engagement with the platform. It directly correlates
with platform acceptability and subsequent
Engagement
6 Learner iGOT system interaction with the platform. The score is calculated
score
by measuring the behaviours users exhibit on the
platform through their relationship with self, others
and the content.
The organisation score is a composite score of every
Organisation
7 Learner iGOT system MDO, drawing upon many of the above- and
score of MDOs
aforementioned scores in addition to a score from
20
Note that these scores are constantly evolving as we move through the process of development. AI will be used to constantly
discover anomalies using pattern recognition while comparing, for example, PIAA scores with WPCAS scores with C-CS scores.
Such anomalies will be automatically added to a bin list for audit and automatically routed to audit parties who will have to
attend to it in a first-in-first-out manner, inputting back their findings into the system so that the AI engine is able to validate
and improve its pattern recognition features.
Part 1
the SPV from the quality audits. Every MDO will have
an organisational score on the PM dashboard.
This score will be given to a learner taking the PIAA
by the PIAA provider. It is comprised of two
components: 1) the level at which the competency
has been assessed (1-5); and 2) the proficiency
Proctored, within that level (e.g. within these levels, an
independent, individual is excellent, good, average, poor). Every
8 authorised Learner PIAA provider official will have to complete the PIAA testing both
assessment within the first three months of them joining a new
(PIAA) score position for all competencies the position requires (if
they have not already been tested for that
competency in the last 5 years), and again every
time the official completes a CBP funded by the
government.
The SPV score will be the average of all MDOs’
organisational scores.
The SPV exists to ensure the success of everyone

else. The success of iGOT Karmayogi, therefore, is
Special purpose the success of its services (i.e. the SPV). This is the
vehicle (SPV) success of all the MDOs which, in turn, is the success
9 iGOT iGOT system
Karmayogi of all the officials – when their competency gaps are
Bharat score narrowed, officials’ trust scores are increasing, the
trust score of the CBP and PIAA providers increase,
the impact scores of the CBPs increase, and so on.
When all these scores are impacted, the
organisational score increases – and thus, the SPV
score also increases.
Aggregate of C-CS The TCS is an algorithmically derived score that
Testing
and PIAA scores, combines C-CS and PIAA score, and is informed by
10 competency Learner
informed by their the trust scores of the PIAA and CBP. Combined with
score (TCS)
trust scores the WPCAS, it contributes to the competency score.
The trust score is calculated on the basis of the
accuracy of a stakeholder’s claim using an accuracy
meter. It is the extent to which claims made by a
stakeholder are found to be accurate and are
11 Trust score All users iGOT system
verified by the processes put into place by the iGOT
platform. Trust scores will be calculated for an array
of stakeholders: individual learners, HR managers,
auditors, CBP providers, PIAA providers, etc.
The WPCAS is an algorithmically derived score that
Workplace combines the crowdsourced 360-degree assessment
competency Authorised and (self, manager, peer, subordinate) and is informed
12 Learner
assessment certified vendor by the trust scores of those providing assessment.
score (WPCAS) Combined with the TCS, it contributes to the
competency score.
8. Directory of CBP providers (with dynamic interlinkages between positions, roles,
activities, competencies and knowledge
their trust and impact scores for
resources. Once the pre-FRACing and FRACing
their CBP)
process are complete, the iGOT platform will
have an up-to-date version of which position
The iGOT Karmayogi learning hub is designed
has the responsibility to execute on which role,
for frictionless onboarding of CBPs on the basis
which activity, and the competencies and
of self-certification by the CBP provider. This is
knowledge resources needed for it – i.e. A1 in
possible because all those transacting on the
Figure 4.
platform will have a trust score operating in real
time. If a CBP provider entered the hub on the BOX 4. Pricing of CBPs
basis of a false declaration and it gets flagged by
a user or the quality control team of the iGOT How can it be ensured that the pricing for
Karmayogi SPV, this will lead to a suspension of CBPs on iGOT Karmayogi is appropriate? Can
the content till investigations are completed. If this be done on the basis of effort
it has been established that a false declaration estimation and impact scores. Is there a
was made, this will adversely affect the trust scoring system that can determine the price
score of the CBP provider and, below a certain algorithmically?
threshold, their self-certification rights will also
be suspended. Pricing is a complex activity and perhaps
there is no straightforward answer. Pricing
It is for this reason and for managing the should perhaps be left to the demand and
workflows on iGOT Karmayogi that the platform supply conditions in the iGOT platform
will build up a directory of CBP providers with learning hub to determine. Since
the products they offer, alongside their trust government officials and managers will have
and impact scores. a limited iGOT wallet, and they will see
competency building as a critical career
All CBPs put up on the platform will be stored in building exercise, they should be having
this directory in various languages along with every incentive to optimise – buy the most
various delivery mechanisms (text/ audio/ impactful course at the cheapest price. Any
video), pricing, duration, taxonomies (usertags) attempt to administer prices of CBPs on the
and the competencies they help gain/ improve. iGOT platform will be against the principles
The directory will be organised at four levels: of the platform to seek out incentive-
the first and smallest is resources; a collection compatible ways to solve intractable
of resources make a module; a collection of problems and would attract either
modules make a course; and a collection of allegations of corruption or lead to low
courses make a program. The directory will also quality of CBPs because of undercutting by
store impact scores at the level at which the CBP producers. Another dimension can be
CBP provider is willing to unbundle and price. pricing of a CBP as an annual subscription
The impact score is determined on the basis of paid to a CBP producer that unlocks all
improvements that users who completed a CBP courses by them. Other points to consider
demonstrate in the workplace. are implementing dynamic pricing similar to
how the likes of Uber or the air travel
Thus, a comprehensive set of directories and industry operates. An increase in demand
dictionaries that culminate into a registry with for a particular CBP could be one factor.
various collections are therefore essential for a Another option is value-based pricing by
digital system like iGOT Karmayogi. They are linking it to impact scores of a CBP.
building blocks that are used to capture the
Part 1
BOX 5. Using AI to prevent performance inflation
How do you prevent performance inflation on iGOT

assessments? Will the iGOT Karmayogi micro-questions-based
assessments at the workplace not descend into a I-scratch-your-
back-you-scratch-my-back club? Everybody gains when
everybody gets a high competency score. What is the incentive
to be truthful under these circumstances? Why should a HoD not
actively enforce a regime where everybody is given high scores
by everybody else so that his/her department gets a high score in
the PM dashboard and in the annual SCSR? How can trust scores
of those scoring others be used to correct for performance
inflation? Can strict quality control of the question banks used by
the PIAA, by the iGOT Karmayogi SPV be used to detect
performance inflation and through that assign trust scores to
those who score others? Can random ground truthing of work
done by those getting high scores be used to corroborate the
competency score being given by each other and assign trust
scores based on the validity and reliability of the scores?
Since most of these issues are related to leniency errors, some

could be neutralized by 1) performance calibration through
standardized formats and calibration (through trust scores) of
those providing the evaluation, 2) defined rater accuracy meter
(trust scores), and 3) using data to validate the scoring variance
with other departments.
The answers or solutions would be multi-faceted. These would

involve personal ownership, individual value systems, the
behaviour of the team and its leader, performance-based
evaluation mechanisms that are in place for that particular
department, the policies around these and many other things. Of
course, the platform itself has to be capable of handling misuse,
abuse, potential fraud, misrepresentation, proxy usage (can be
both manual and machine) and any other thing that can induce
the performance inflation. AI can solve many of these problems
and this would be a continuous journey. We would need to look
at the best practices followed by the other learning platform
leaders, learn, adopt and implement these solutions. Some
potential solutions using AI are analysis of learning pace, spotting
of anomalies in learning and assessment results (such as the PIAA
and WPCAS scores), random capture of voice, etc.
Section 5 Pre-FRACing engagement
This section covers the four use cases in the
pre-FRACing process, which focuses on the Pre-FRACing steps for MDOs
drafting of the dictionaries, directories and their
interrelationships. There are four types of With regards to drafting the dictionaries,
stakeholders that are addressed in the use directories and their interrelationships, there
cases: are three routes an MDO can take:
1. MDOs 1. Steps 1-8: Drafting only the dictionaries

2. CBP providers of positions, roles, and activities, and
3. CCAs, CTIs, STIs directory of knowledge resources
4. Individual officials 2. Steps 9-13: Drafting only the
competency dictionary
The Mission Karmayogi team at DoPT will 3. Steps 1-13: Drafting dictionaries of
launch the certification programmes on position, roles, activities, and
‘Drafting of Competencies’ and ‘Onboarding of competencies and directory of
CBPs’. Before any individual representing any of knowledge resources (completing the
the four stakeholders above can add to the full pre-FRACing process)
competency dictionary, they must complete the
course on ‘Drafting of Competencies’ and be Steps 1-13 are shown in Figure 8 and are
appropriately certified. This is to ensure detailed below. An MDO will also have the
common understanding with regards to the option to go through Steps 1-13 for a particular
process of adding competencies to the vertical/ unit/ cadre of the MDO (as opposed to
dictionary. the whole MDO). This need could arise for a
number of reasons – below are the two most
Similarly, before any CBP provider can upload common:
CBPs onto the platform, a representative in • Recruitment: The need to define
charge of uploading CBPs must complete the competencies arises due to the need for
course on ‘Onboarding of CBPs’ and fulfil the providing a job description for
quality requirements. This is to ensure common recruitment.
understanding with regards to the process of • Training: There is an urgent
uploading content on the platform. requirement to begin training members
of a team before the FRACing exercise
All proposals for entries into the dictionaries for which learning content is required
and directories from all entities will be screened (for example, tackling the pandemic as
by an editorial board before they are accepted. per the roles played by different
officials).
Part 1
FIGURE 8. Recommend steps for drafting the dictionaries and interrelationships
3. List all the activity 4. Describe all the

2. Describe all the
1. List all the positions types related to each activities related to
positions
position each position
5. List all the 6. Rearrange activity 7. Describe the cluster 8. Label the
knowledge resources types using the of activities in each description in each
pertaining to each principle of adjacency bucket – this is the bucket – this is the
activity to form buckets role description role label
9. Describe the 10. Identify the 12. Describe each

11. Identify the
competencies competency label and level within each
competency area
required for each role type competency
13. Identify the levels

within each
competency
Step 1: List all the positions (Position Label) Step 3: List all the activity types related to
each position (Activity Type)
The position label is the name of the position. It
summarises all the associated roles in a succinct The activity type is the name of the activity. It
manner and gives a sense of where this position should summarise what the individual is doing
is placed in the hierarchy of the MDO (and (e.g. planning, coordinating, assessing). For
thereby leadership expectations from the each position, add activity types (usually more
position). List all the position labels in a given than 1). Recommend to use verbs + ing (2-3
MDO (2-4 words). words).
Step 2: Describe all the positions (Position Step 4: Describe all the activities related to
Description) each position (Activity Description)
The position description should answer the The activity description should begin with the
following: Why does this position exist in the objective (i.e. the milestone that is planned to
MDO? What are its overall objectives/purpose? be achieved), list the steps (if more than 1) to
And how does it go about achieving its be carried out in a sequence, and answer the
objectives? For each of the positions listed ‘what’, ‘when’ and ‘how’. For each activity type
above in Step 1, add a position description (140 listed above in Step 3, add an activity
characters). description. Recommend to use verbs (50
characters).
Step 5: List all the knowledge resources activities, as well as the directory of knowledge
pertaining to each activity (Knowledge resources, MDOs may also want to define
Resources) competencies as part of the pre-FRACing
engagement. In order to do so, they must
Knowledge Resources are artefacts (documents, follow Steps 9-13 below.
software, etc.) provided by the MDO for an
individual to perform a certain activity (e.g. Step 9: Describe the competencies required
standard operating procedures (SOPs), manual for each role (Competency Description)
of procedures, policy manual, legal policies (i.e.
Acts), software such as SPARROW, etc.). They The competency description covers the
are linked to individual activities. For each elements and the scope of the competency (e.g.
individual activity, list all the relevant Identifies one’s own emotional triggers and
knowledge resources (if any). controls one’s emotional responses. Maintains
sense of professionalism and emotional
Step 6: Rearrange activity types using the restraint when provoked, faced with hostility or
principle of adjacency to form buckets working under increased stress. It includes
resilience and stamina despite prolonged
Every individual activity is a usually a sequential adversities). Describe the kind of competencies
action taken to contribute towards a specific required to fulfil each role (280 characters).
objective/ milestone. Rearrange the activities
from Step 3 with their descriptions and place Step 10: Identify the competency label and
into individual buckets. This will assist in the type (Competency Label and Type)
process of defining roles.
The competency label should succinctly capture
Step 7: Describe the cluster of activities in the competency described above in Step 9. It
each bucket (Role Description) gives an idea of what the competency is about,
and how it is commonly known (e.g. vigilance
The role description should describe each of the planning, decision making, project
buckets of activities (created above in Step 6). It management). Identify the competency label
should answer the following: What is the overall (2-3 words), and also specify the competency
objective of this bucket of activities? Add a type (i.e. behavioural, domain, or functional).
description for each of the cluster of activities
(70 characters). Step 11: Identify the competency area
(Competency Area)
Step 8: Label the description in each bucket
(Role Label) Competency areas can be defined as the
collection of competencies closely related to
The role label should succinctly capture the role one another at a knowledge/subject level.
description (e.g. team manager (governance), Cluster the competency labels and identify the
project manager (communication)). Create a generic area in which these competency labels
role label for each of the role descriptions could be categorised (e.g. technical writing,
created above in Step 7. Recommend to use rules-based copy editing, content writing and
nouns (3-4 words). editing, research and information synthesis, and
report writing will come under the competency
Aside from the steps above that focus on area of Noting and Drafting (2-3 words)).
building the dictionaries of positions, roles and
Step 12: Describe each level within each
competency (Competency Level BOX 6. Guiding principles for competency
Description) levels
The competency level is the proficiency level Competency level descriptors should broadly be
of the competency. These indicate levels of categorised as follows:
sophistication of the competency described. - Level 1: Aware: Is the person aware of the basic
The level description is an observable principles and can they relate them to own
description of each proficiency level of a given work area?
competency. The higher the number of - Level 2: Apply: Can the person apply the basic
descriptors, the greater the understanding of principles to their work area?
the proficiency level. Recommend to have a - Level 3: Advise: Can the person advise others
minimum of 3 observable descriptors (there (directly 1-on-1 or 1-to-many, or indirectly –
are typically anywhere between 3 and 5 levels through a SoP, manual, advisory etc.)? Is it
of proficiency). necessary for the person to be a recognized
expert in that area?
- Level 4: Expert: Has the person developed
Step 13: Identify the levels within each additional concepts in that area? Is the person
competency (Competency Level) a well-recognised expert with demonstrated
expertise?
Once the levels are described, they must be - Level 5: Jedi (global expert): Has the person
labelled. Competency levels are progressive in added to the global knowledge in that area?
nature and normally given in an ascending
order. Thus, Level 2 is a more sophisticated Ask yourself whether all the descriptors are
use of that particular competency, when observable by a third party.
compared to Level 1 and so on. If you are
adding the competency in relation to a Note that while the above guidance can help, it is
particular role, you must specify the essential to be specific in each of the descriptors.
proficiency level applicable to that role. For example: Aware of what principles? Apply what
principles? What are the areas the advice is sought
When identifying competency levels and and who seeks this advice and in what form? The
defining each level with descriptors, MDOs more specific these descriptors are the more
must use the five levels and guiding principles relatable they become by reducing ambiguity.
as specified in Box 6.
Once the descriptors are complete, stack them into
buckets of complexity. These buckets of descriptors
bunched together and stacked according to
complexity from left to right gives us the
proficiency level i.e. competency level.
For CTIs, STIs, and CCAs, the higher abilities

identified are likely to be beyond the scope of the
current understanding of the role and may be
required in the next role in the hierarchy.
competency dictionary – and thus will be
Pre-FRACing steps for CBP required to follow the steps detailed below.
providers
Step 1: Search the competency dictionary
As briefly discussed in Section 2, CBP providers
must be able to identify the competencies their Search the competency dictionary to identify
CBP addresses. Every single CBP will be tied to the competencies (one or more) that are being
(i.e. tagged to) one or more competencies as covered by the CBP designed. It is likely that
declared by the provider. CBP providers will also more than one competency will be covered by
be invited to upload their CBPs (face-to-face, the CBP – for example a CBP on GST is likely to
blended, or digital) on the platform (tagged to cover topics related to Direct Taxes,
the competencies they propose) which may be Comparative Tax regimes etc. Go through the
consumed by officials at their own cost descriptions available and choose the ones
(government money will not be used until closest to the ones that are likely to be covered
impact scores are available – unless the CBP in by the course.
question is provided by an MDO, or the pricing
of the CBP has been approved by an MDO). For
Step 2: Identify the competency area and
example:
type (Competency Area and Type)
• If an MDO has been sending officials for
training programs, workshops, and
In case there is no competency that likely
other CBPs, they may continue to do so
covers the CBP, begin by identify a competency
after onboarding the providers and
area within which your CBP falls. Competency
uploading the CBP details on the iGOT
areas can be defined as the collection of
Karmayogi platform.
competencies closely related to one another at
• If an MDO wishes to send officials to a
a knowledge/subject level (2-3 words). Also
new training program, workshop, etc.
specify the competency type (i.e. behavioural,
they will have to onboard the
domain, or functional).
respective provider and upload content
details on the iGOT Karmayogi platform
before they can do so (irrespective of Step 3: Use the learning objectives to
whether it is online, face-to-face or identify the competency label (Competency
blended). Label)
A series of drafting workshops will be organised Look closely at the course objectives of the CBP.
by DoPT to populate the dictionary of Most of the time, these course objectives
competencies, with appropriate labels, identify what the learner is likely to learn after
descriptions and levels. It is important to note going through these courses. A good example is
that, irrespective of whether an individual has given below:
attended these workshops or not, once they
have obtained the ‘Drafting of Competencies’ Course Name Course Objectives
certification they will be able to add to this Sustainable a) Gain enhanced knowledge of
dictionary (subject to screening from the Development gender concepts and definitions
Goals and b) Gain overview of Sustainable
editorial board). Gender Development Goals (SDG)
Budgeting c) Understand interface between
As part of the pre-FRACing engagement, CBP gender and SDG
providers are invited to populate the d) Acquire knowledge about gender
mainstreaming and Gender
Responsive Budgeting
Step 5: Use the learning objectives to
Once these learning objectives are achieved by describe competency levels (Competency
the learner, what competencies will she be Level and Level Description)
likely to demonstrate? Can they be observed by
a third party? For example, from the above The competency level is the proficiency level of
course objectives, the following aspects can be the competency. These indicate levels of
derived: sophistication of the competency described, are
1. Ability to identify items in the budget progressive in nature and normally given in an
that are Gender Responsive ascending order. Thus, Level 2 is a more
2. Ability to create a Gender Responsive sophisticated use of that particular
Budget competency, when compared to Level 1 and so
3. Ability to articulate the Sustainable on.
Development Goals clearly and how
own organisation’s goals fit into it The level description is an observable
4. Ability to identify aspects of a program description of each proficiency level of a given
(for example Swachh Bharat) that are competency. The higher the number of
adversely impacted by gender issues descriptors, the greater the understanding of
5. Ability to suggest changes or the proficiency level. When identifying
incorporate gender understanding into competency levels and defining each level with
programme design or implementation descriptors, CBP providers must use the five
levels and guiding principles as specified in Box
Use the learning objectives of the CBP to create 6.
a competency label (or competency labels,
depending on how many competencies the CBP There are typically anywhere between 3 and 5
addresses). The competency label should levels of proficiency for which it is recommend
succinctly capture the competency the CBP to have a minimum of 3 observable descriptors
covers. It gives an idea of what the competency each (for example, points 1 and 2 in Step 3
is about, and how it is commonly known (e.g. above seem like similar kind of complexities and
vigilance planning, decision making, project therefore likely to be descriptors of the same
management) (2-3 words). level). For CBP providers, however, identifying
2-3 levels is sufficient (ideally one above and
Step 4: Describe the competency one below the level their CBP is addressing –
(Competency Description) unless their CBP is addressing Gender Budgeting
at level 1, in which case they only need to
At this stage, one can confidently describe the identify one level above).
competency. This covers all the levels, the
inherent elements and structured in a simple
and most likely in a single sentence. For
example: Gender Budgeting: Ability to identify
the gender issues that are likely to impact the
achievement of budgeted goals and targets and
creating enabling provisions that can help
achieve sustainable goals using gender-based
budgeting (280 characters).
CTIs, STIs and CCAs should undertake studies to
Pre-FRACing steps for CCAs, identify how roles is likely to change or have
CTIs, STIs changed and what components of the roles are
likely to get strengthened or to disappear. Such
This scenario comes up when a CTI, STI or the a periodic ‘benchmarking’ study can inform how
CCA would like to identify competencies the roles are likely to change and what
required of officials who are at a specific part of competencies are likely to gain prominence.
their career (foundation, mid-career etc.). The
CCAs, CTIs and STIs tasked with developing such A series of drafting workshops will be organised
programmes are constantly looking to equip the by DoPT for CCAs, CTIs, and STIs to populate the
officials of the respective cadres for the future. dictionary of competencies, with appropriate
They also have, at their disposal, processes to labels, descriptions and levels. It is important to
understand what competencies have been note that irrespective of whether an individual
acquired through the different stints and has attended these workshops or not, once
training programs that the officials have gone they have obtained the ‘Drafting of
through thus far. Thus, it is also important to Competencies’ certification they will be able to
understand what the current baseline is of the add to this dictionary (subject to screening from
officials as they embark upon the next phase of the editorial board).
their career.
The following are the steps required to be
In all such scenarios, the following is likely to be taken.
the case:
• All the officials belong to a particular Step 1: Search the competency dictionary
cadre.
• It can be assumed that officials with Search the competency dictionary available (on
similar levels of seniority are likely to the iGOT platform) to shortlist the
have many commonalities in the roles competencies (one or more) that are likely to
that they are likely to perform and be useful in this exercise.
hence a common set of competencies
and learning needs. Go through the descriptions available and prune
• The CCAs, CTIs and STIs can conduct the shortlist to eliminate those that are likely to
periodic studies to understand how the have been covered earlier or are not likely to be
roles are likely to change and useful for the position(s) in question.
accordingly identify competencies that
are likely to become necessary. Step 2: Create a competency label
• The competencies required for each (Competency Label and Description)
block of 10 years (foundation
programme to mid-career) may be
In case there is no competency that covers what
identified by studying the roles that
you have in mind, create a competency label
most of the officials are likely to
that best defines that competency. The
perform.
competency label should be succinct, give an
idea of what the competency is about, and how
The objective is to arrive at a set of roles that
it is commonly known (e.g. vigilance planning,
are common among all these positions and a
decision making, project management) (2-3
common set of competencies associated with
words).
these roles.
The competency description covers the When identifying competency levels and
elements and the scope of the competency (e.g. defining each level with descriptors, CCAs, CTIs
Identifies one’s own emotional triggers and and STIs must use the five levels and guiding
controls one’s emotional responses. Maintains principles as specified in Box 6.
sense of professionalism and emotional
restraint when provoked, faced with hostility or
working under increased stress. It includes
resilience and stamina despite prolonged
adversities) (280 characters).
Step 3: Identify the competency area and

type (Competency Area and Type)
Locate the competency area within which

Competency A falls in. Competency areas can
be defined as the collection of competencies
closely related to one another at a
knowledge/subject level (e.g. technical writing,
rules-based copy editing, content writing and
editing, research and information synthesis, and
report writing will come under the competency
area of Noting and Drafting (2-3 words)). Also
specify the competency type (i.e. behavioural,
domain, or functional).
Step 4: Identify competency level and

description (Competency Level and
Description)
The competency level is the proficiency level of

the competency. These indicate levels of
sophistication of the competency described.
Competency levels are progressive in nature
and normally given in an ascending order. Thus,
Level 2 is a more sophisticated use of that
particular competency, when compared to
Level 1 and so on.
The level description is an observable

description of each proficiency level of a given
competency. The higher the number of
descriptors, the greater the understanding of
the proficiency level. Recommend to have a
minimum of 3 observable descriptors (there are
typically anywhere between 3 and 5 levels of
proficiency).
consume the CBP at their own cost (for which
Pre-FRACing steps for MDO approval is not required).
individual officials
In the former situation, before the MDO can
finance an official’s consumption of a CBP on
Consumption and onboarding of CBPs by the platform, the official will have to ensure
individual officials (with MDO approval) that their position and associated competencies
are recorded in the dictionaries and tagged to
If a CBP required to build an official’s one another (with the approval of the MDO).
competency is on the iGOT Karmayogi platform, Note that the platform may have competencies
the official can consume the CBP so long as it is with no CBPs, but never CBPs without tagged
tagged to competencies associated with their competencies (as CBPs cannot be uploaded
position (via roles). without being tagged to competencies).
If a CBP required to build an official’s

competency is not on the platform, the official Populating of the competency dictionary by
should get in touch with the CBP provider and individual officials
facilitate their onboarding on the platform by
the MDO. Once the CBP provider is onboarded, If an official wishes to get a competency tagged
they will be able to upload their CBP on the to their position (via roles), they must complete
platform (after tagging it to an existing the pre-FRACing process for their position using
competency, or submitting a proposal for a new Steps 1-13 as listed above under ‘Pre-FRACing
competency and tagging it post approval from steps for MDOs’. If, however, an official feels an
the editorial board). important competency she wishes to obtain is
not listed – and thus neither are the associated
If the official wishes that their MDO should CBPs – the official can submit their entry in the
finance their participation, the CBP in question competency dictionary directly with
must have an impact score and price, or the appropriate labels, descriptions and levels for
CBP must have been uploaded by an MDO after approval by the editorial board.
finalising the price. The official may also
Conclusion
Over the years, it has become increasingly significantly to the execution capacity of the
apparent that government officials like Shanti in Indian state.
India often lack the key competencies required
to fulfil a role – due to either lack of quality
training opportunities or the fact that they are
required to take on responsibilities for which
they do not have prior experience or
knowledge. Often, despite wanting to do so,
many are unable to thus improve their
competencies. As tasks become more complex
and citizen expectations go up, it is imperative
that governments are able to address these
competency gaps and provide opportunities to
reduce them
As an initiative designed for the future, iGOT

Karmayogi will be a self-sustaining platform that
will mark the beginning of an era of
transformative change in lifelong learning and
capacity building in the government. Through
the mapping of the three constructs (roles,
activities and competencies), as well as
knowledge resources, for each individual
position within all government MDOs at the
Central, State and local level (i.e. FRACing), the
process will enable the government to reduce
the competency gaps of their officials in relation
to the roles and activities they are required to
perform.
This document outlined the key terms of the

process, emphasising the need for a common
understanding, specified the preparatory steps
to the FRACing process, described its linkages to
the iGOT learning hub and described the
analytics and data the platform can make
available. The evolving nature of the Framework
was also repeatedly emphasised.
It is anticipated that the launch of Mission

Karmayogi and the Framework of Roles,
Activities and Competencies will contribute
Part 1
References
Cabinet Secretariat, Government of India. (2017). Government of India (Allocation of Business) Rules, 1961.
Retrieved from
https://cabsec.gov.in/writereaddata/allocationbusinessrule/completeaobrules/english/1_Upload_11
87.pdf.
Civil Services Human Resources, Government of the UK. (2012). Civil Service Competency Framework 2012-
2017. Retrieved from
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file
/436073/cscf_fulla4potrait_2013-2017_v2d.pdf.
Department of Personnel Training (DoPT), Government of India. (2014). Civil Services Competency Dictionary.
Retrieved from
https://dopt.gov.in/sites/default/files/Competency%20Dictionary%20for%20the%20Civil%20Service
s.pdf.
Department of Personnel Training (DoPT), Government of India. (2020). iGOT 2.0: An Initiative for Capacity
Development of Civil Services: Consultation Paper on Approach to Strategy and Implementation.
Department for Promotion of Industry and Internal Trade (DIPP), Government of India. (2019). Work
Allocation. Retrieved from
https://dipp.gov.in/sites/default/files/WORK%20ALLOCATION%2023092019.pdf.
International Atomic Energy Agency (IAEA). (n.d.). The Competency Framework: A guide for IAEA managers
and staff. Retrieved from https://www.iaea.org/sites/default/files/18/03/competency-
framework.pdf.
Lombardo, M. M. and Eichinger, R. W. (1996). The Career Architect Development Planner. Minneapolis, MN:
Lominger.
National e-Governance Division (NeGD), Government of India. (2014). Simplifying capacity building – e-
Governance Competency Framework for Digital India with Implementation Toolkit. Retrieved from
https://negd.gov.in/sites/default/files/e_governance_competency_framework_1.pdf.
National Training Policy (NTP), Government of India. (2012). Implementation of a National Training Policy –
2012 and formulation of a new DAD training policy. Retrieved from
https://cgda.nic.in/centrad/ntp2012.pdf.
Organisation for Economic Co-operation and Development (OECD). (2014). Competency Framework.
Retrieved from https://www.oecd.org/careers/competency_framework_en.pdf.
Spencer, L. M. and Spencer, S. M. (1993). Competence at Work: Models for Superior Performance. New York,
NY: John Wiley and Sons, Inc.
United Nations (UN). (2020). What we look for. Retrieved from
https://careers.un.org/lbw/home.aspx?viewtype=WWLF.
Appendices
Appendix 1 Proposed Approval and Pricing Plan for Different
Types of CBP Providers
CBC approval of
No. Type of Provider Description Pricing
provider
Retired government Retired official receiving a pension from Pricing at provider’s
1 Required
officials the government providing CBPs discretion
Private Providers Private provider (e.g. IGNOU, Harvard,
Pricing at provider’s
2 (for- and not-for- Udemy, Pratham, Khan Academy, etc.) Required
discretion
profit) – Priced offering CBPs
Private Providers Private provider (e.g. IGNOU, Harvard,
3 (for- and not-for- Udemy, Pratham, Khan Academy, etc.) Free Required
profit) – Free offering CBPs at zero price
Pricing through
negotiation by MDO
Private Providers (in conditions as
MDO negotiating with an
(for- and not-for- explained in the Not required (but
4 individual/organisation for a particular
profit) – Negotiated footnote21, officials can workflow must exist)
rate to introduce CBPs
by MDOs be sponsored without
negotiation or any
tendering process)
Private Providers Pricing as agreed
MDO desires a particular course/
(for- and not-for- between MDO and Not required (but
5 specific content, and thus sources and
profit) – Sourced by provider at the time of workflow must exist)
onboards a CBP provider
MDOs giving the work order
Currently serving government official in
an MDO either creating or repurposing
In-service officials – Pricing at provider’s
6 an existing course (where CC licence Not required
Priced discretion
has been given) and offering it for a
price
Currently serving government official in
In-service officials – an MDO either creating or repurposing
7 Free Not required
Free an existing course (where CC licence
has been given) and offering it for free
The CBP providers for whom pricing is at the provider’s discretion will have to offer their CBPs for free
until there is enough uptake so as to enable the iGOT Karmayogi platform to assign impact scores. Once
impact scores have been assigned, providers will be allowed to price their CBPs.
21
If the CBP provider is an institution that is ranked in the top 100 globally or top 20 nationally for India, or ranked in the top 20
globally or top 10 nationally for India by subject area (by either QS (https://www.topuniversities.com/university-
rankings/world-university-rankings/2020) or Times Higher Education (https://www.timeshighereducation.com/world-
university-rankings)), and pricing is publicly listed, officials may be sponsored to take the CBP without negotiation or any
tendering process. The MDO must also obtain a certificate signed by the CBP provider’s HoD stating that the CBP has been
running for at least 2 previous batches in which the percentage of self-paying students has been more than 20%, and the price
they are offering is the lowest offered to anyone in that academic year for said CBP.
Part 1
The Framework of Roles, Activities,
and Competencies (FRAC) and
everything else of FRACing
Part 2: The FRACing process
DRAFT
1 F R A C a n d e v e r y t h i n g e l NOVEMBER
s e o f F R A C i2020
ng Part 2
2
Table of Contents
Table of Contents .......................................................................................................................................... 3

List of Tables and Figures .............................................................................................................................. 4
List of Appendices ......................................................................................................................................... 4
Abbreviations and Acronyms ........................................................................................................................ 4
Summary ....................................................................................................................................................... 5
Section 1 Administering the FRACing Process .............................................................................................. 6
Section 2 Promoting success....................................................................................................................... 16
References .................................................................................................................................................. 17
Appendices.................................................................................................................................................. 18
Appendix 1 IFU Team Members ............................................................................................................. 18
Appendix 2 CSP Team Members ............................................................................................................ 22
Appendix 3 Work Allocation in the Department for Promotion of Industry and Internal Trade as on
23.09.2019 (DIPP, 2019) ......................................................................................................................... 26

List of Tables and Figures
Table 1 Structure of the DFT (IFU + CSP)
Table 2 Recommended steps for drafting the dictionaries and interrelationships with guidelines
Table 3 Example of the allocation of competency and levels to each position
Figure 1 The 15 steps of FRACing
List of Appendices
Appendix 1 IFU Team Members
Appendix 2 CSP Team Members
Appendix 3 Work Allocation in the Department for Promotion of Industry and Internal Trade as on
23.09.2019
Abbreviations and Acronyms

AI artificial intelligence
BDF behavioural, domain and functional
CBPs competency building products
CML competency mark-up language
CSPs Certified Service Providers
DFT departmental FRACing team
DoPT Department of Personnel Training
FRAC Framework of Roles, Activities and Competencies
IFU internal FRACing unit
MDOs ministries, departments and organisations
ML machine learning
NLP natural language processing
PIAAs proctored, independent, authorised assessments
SPV Special Purpose Vehicle
SSC Staff Selection Committee
UPSC Union Public Service Commission

Summary
This document is the companion of ‘Part 1: upgrade to iGOT Karmayogi, it is proposed that
Background and preparation’ and provides a set every MDO, at the national, state and local
of implementation steps for FRACing1. As level, is able to ‘FRAC’ its positions, roles,
previously mentioned, the Framework of Roles, activities and competencies. Directories and
Activities and Competencies (FRAC), as termed dictionaries must be developed, of all
within Mission Karmayogi’s Integrated participating stakeholders and of the numerous
Government Online Training platform (iGOT) positions, roles, activities and competencies,
initiative, is the mapping of three constructs respectively.
(roles, activities and competencies, supported
by knowledge resources) for each individual This Framework is ever-evolving, capturing new
position within all government ministries, competency needs as and when they arise. The
departments and organisations (MDOs) at the process of FRACing laid out in this document
Central, State and local level2. While Part 1 iterates that FRACing should be seen as an
provides for all the stakeholders involved in this ongoing process that enables MDOs to build an
process a common understanding of the key accurate picture of their interrelationships as
terms, details of the steps to follow prior to well as the full list of positions, roles, activities,
FRACing, its linkages to the iGOT learning hub competencies and knowledge resources
and the analytics that the platform can make relevant to them.
available in order to improve the execution
capacity of the Indian state, Part 2 focuses on Establishing a clear theory of change, limiting
the process of FRACing itself. the problem and solution set, initiating
continuous sensitising and handholding,
Identifying competencies is a diligent task that building a core group of reform champions, as
requires following a certain methodology to well as a network of world-class universities,
ensure that the output is coherent and meets institutions and individuals, will be required to
the purpose of the activity. As part of the ensure the success of this endeavour.
1
As mentioned in the previous document, this instance, the act of denominalisation (i.e. converting a noun into a verb) re-
emphasises the fact that FRACing is an ever-evolving process. It needs to capture new competency needs as and when they
arise, linking it to activities, roles and positions. The verbing of FRAC (i.e. FRACing) essentially validates the evolving and
dynamic nature of the Framework.
2
Details of building and rolling out of the platform, including the content strategy, delivery mechanisms, rollout stages and
other related matters, are beyond the scope of this document. These details will be covered in subsequent publications at
suitable points in time.

Section 1 Administering the FRACing Process
This section outlines the steps of the FRACing Part 1 document), the FRACing toolkit will also
process in detail. come with some pre-filled content in the iGOT
dictionaries (i.e. positions, roles, activities, and
There is a total of 15 steps that need to be commonly required competencies). Only when
completed in the FRACing process (with an MDOs go through both the pre-FRACing
additional 13 steps within Step 6, which are preparatory steps as well as the FRACing
closely aligned to the steps detailed in Part 1). process, and fill in the gaps as and where
These are listed in Figure 1 and explained necessary, will they have completeness. The
below. In order to ensure that the FRACing objective of the toolkit is to:
process has been adequately conducted, the
final products of this process (i.e. the • Make it easy for each MDO to
dictionaries and their interrelationships) must undertake the exercise of FRACing.
be self-explanatory, unique, and fit-for-purpose • Ensure consistency in the final outputs
(for an array of stakeholders such as the from each MDO.
incumbent position holders, future position • Help government entities to update the
holders, HR managers, and CBP providers). iGOT directories and dictionaries so that
it contains all the fields it needs for high
Additionally, a FRACing toolkit (available to quality HR processes.
authorised users on the iGOT Karmayogi
platform) details the steps, templates, It is important point to bear in mind is that
workflows which will aid any MDO to FRAC its FRACing is not a one-time activity. The
own positions, roles, activities and knowledge dictionary has to be updated each time a new
resources, and link them to positions. work allocation order or a recruitment notice is
issued or an indent is placed with agencies such
As a result of completing the pre-FRACing as the UPSC, SSC, etc. for recruitment.
preparatory steps (as laid out in the companion

FIGURE 1. The 15 steps of FRACing

Step 1: Establish an internal FRACing unit Step 3: Finalise departmental goals for the
(IFU) next three years
The first step in the FRACing journey for a Mission Karmayogi seeks to transform HR
government MDO is to establish an internal practices in government. This cannot happen if
FRACing unit (IFU) (see Appendix 1 for details MDOs focus only on business as usual, paying
on the roles, activities, competencies and inadequate attention to the responsibilities
knowledge resources of IFU team members). It given to it under the Government of India
will be supported by the Special Purpose (Allocation of Business) Rules, 1961, and the
Vehicle (SPV) Karmayogi Bharat which will put three goals set for it by the departmental
in place certification arrangements for minister. The true potential of the Mission will
individual members of the IFU and all others be realised only when HR practices and internal
who wish to work on FRACing or any other processes are transformed by accounting for
aspects of iGOT Karmayogi. changes that are needed in both processes and
talent to be better able to execute the goals set
for it. This is why special emphasis has been
Step 2: Select a Certified Service Provider placed on finalising departmental goals every
(CSP) three years (which is why FRACing in its entirety
must be repeated every fourth year). In doing
The iGOT SPV will empanel and publish price so, efforts will need to be made to consult NITI
lists for Certified Service Providers (CSPs) whose Aayog vision documents, election manifestos,
members will be certified by the SPV (see budget announcements as well as tasks
Appendix 2 for details on the roles, activities, assigned by the Prime Minister’s Office.
competencies and knowledge resources of CSP
team members). The IFU can select one of the
empanelled CSPs to help them with FRACing
and other iGOT processes. The structure of the
CSP will depend on the competencies of the
persons in the IFU.
The IFU and CSP together make the

departmental FRACing team (DFT). They have
an important role to play in all aspects of
Mission Karmayogi. Besides bringing in HR
expertise, having external domain experts in the
FRACing team will enable MDOs to get an
‘outside-in’ view of talent requirements (see
Table 1 for details of the IFU and CSP team
members).

TABLE 1. Structure of the DFT (IFU + CSP)
Position IFU/ CSP/ Part-/Full-

Position (MDO) Remarks/ Criteria
(DFT) either time
CEO/ Secretary/ Joint
1 Head of the DFT Secretary/ DG IFU Part-time
(HoD)
Head of HR/ CSP
2 Project Leader Either Part-time Must be from an HR background
Partner
Could be from either the HR function
or another user department; should
Project Head of HR/ Division
3 IFU Full-time have the credibility to ensure that
Manager Head
meetings called for are attended and
issues raised are promptly resolved
May need more than 1; HoD can add
4 Team Member Project Coordinator IFU Full-time more basis workload and time
pressure
Functional Heads/
All function heads must be
5 Team Member Head of the Wing/ IFU Part-time
represented here
Head of the Division
Head of HR/ If the Head of HR is Project Manager,
6 Team Member Personnel/ IFU Part-time then the next available senior officer
Establishment must be appointed
Senior member with HR background;
previous work experience in
Partner/ Director/
designing and implementing
7 Team Member Associate Director/ CSP Full-time
competencies; experience in change
Senior Manager
management processes in a
governmental context
Needs to have background
experience in respective domains in
Senior Consultant
8 Team Member CSP Part-time process re-engineering/ technology/
(Domain)
KPI setting/ performance
Improvement projects
All the critical core functions* must
External Domain be represented; a technology expert
9 Team Member CSP Part-time
Expert who specialises in this particular
domain must be represented
Assists consulting project manager;
must have re-designed HR processes
HR Process Re-Design
10 Team Member CSP Full-time - particularly Recruitment and L&D in
Expertise
large government or public or private
organisations
*Core functions: functions that are the main reason for the existence of this MDO
(for example, for the Ministry of Civil Aviation it will be aviation and airport management)

Step 4: Organisational analysis by the DFT, captured while not getting to a ‘time
and motion’ type of detailed study.
to suggest changes required to achieve 3-
Activities are usually steps undertaken
year departmental goals
that form a part of the process.
• Bucketing activities into roles (see Table
The three-year goals will be the starting point of
2 for guidelines on how to do this).
organisational analysis. This exercise will help in
In case a manual of procedures is
identifying the gaps at an organisational level
available, or a work distribution order
that need to be filled up so that these goals can
(see Appendix 3 for an example from
be achieved. These gap-filling actions could
the Department for Promotion of
range from infusion of technology, to additional
Industry and Internal Trade), it could be
schemes/ services/ goods being introduced, to a
a great resource to start the process of
new set of delivery standards or any such large
listing the roles and activities initially
change in the expectations from the MDO.
and then use senior management time
to reconfirm if those respective roles
It is also important to understand the
and activities are current and accurate.
dependence between the work, workforce and
• The pre-filled dictionaries will be
the workplace and build resilience by
reviewed by the DFT by examining
decoupling these if required, as was shown
departmental documents – such as the
during the COVID19 pandemic. The compulsory
last two work allocation orders (see
work-from-home status and the changes
Appendix 3), Annual Reports etc. – to
associated with it may become a regular option
see the extent to which fresh entries
available to people. How MDOs cope will have a
will be required in the dictionaries of
major influence on their ability to not only
iGOT Karmayogi (see Section 4 in the
attract talent, but also be ready to deal with any
companion Part 1 document for a list of
crises. Practical steps for the decoupling of
directories and dictionaries) so that all
these constructs will need to be developed.
the steps detailed in Figure 1 can be
gone through.
Following are the important points to bear in
mind while undertaking organisational analysis:
Besides the documents listed in the bullet point
above, the following may also be performed:
• Mapping the organisational structure
and the important work processes at a
• Explore global best practices such as
functional level: functions here mean
from the UN Competency Framework
families of similar positions within a
(2020), the OECD Competency
vertical, for example accounts, HR or
Framework (2014), the IAEA
personnel, IT etc. This would consist of
Competency Framework (n.d.) and the
mapping of all the positions, their
UK Civil Service Competency
reporting relationships and a brief
Framework (2012).
description of the key purpose of the
• Preliminary survey data to gather
position.
positions, roles, activities and
• The structure may consist of a separate
knowledge resources.
sheet for each of the functional
• Either manually process all of the above
verticals within the MDO for ease of
or through natural language processing
representation.
(NLP) algorithms to derive an initial list
• Documenting activities tagged to each
of positions, roles, activities as well as
position: A balance needs to be
BDF competencies.
maintained such that sufficient detail is
Step 5: Approval of new organisational
design Having made these decisions, the DFT will then
attempt a draft of all dictionaries and their
Once extensive analysis has been conducted, interrelationships ensuring that all the
and a new organisational design has been put positions, roles, activities and knowledge
forward by the DFT that speak to the three-year resources relevant to the MDO being FRACed
departmental goals, approval from the relevant are contained therein. These will be drawn from
authority is required. Once the approval has benchmarked sources with the purpose of
been obtained, the FRACing process can begin. starting the conversation on talent. It is
recommended that the DFT follow the process
as laid out within Step 6 in Figure 1 – specifically
Step 6: Draft of the dictionaries and
Steps 1-8. Table 2 below provides guidelines for
interrelationships by the DFT the same.
With this step begins the iterative FRACing The CSP’s key role here is to challenge
process, which is cyclical in nature. The DFT will conventional wisdom and push the narrative
first refer to the pre-existing dictionaries as away from ‘these things don’t work here’. Steps
populated during the pre-FRACing process to: 1) 7, 8 and 9 revert back to Step 6, constantly
identify what they can use; 2) identify what contributing to the draft until the draft has
they want to modify; 3) identify what they want been finalised (Step 10).
to remove; and 4) identify what they want to
propose as new – all to ensure that there is
completeness in the process.
TABLE 2. Recommended steps for drafting the dictionaries and interrelationships with
guidelines
Step
Step Guidelines
No.
The position label is the name of the position. It summarises all the associated
List all the positions roles in a succinct manner and gives a sense of where this position is placed in
1
(Position Label) the hierarchy of the MDO (and thereby leadership expectations from the
position) (2-4 words).
The position description should answer the following: Why does this position
Describe all the positions
2 exist in the MDO? What are its overall objectives/purpose? And how does it
(Position Description)
go about achieving its objectives? (140 characters)
List all the activity types The activity type is the name of the activity. It should summarise what the
3 related to each position individual is doing (e.g. planning, coordinating, assessing). Recommend to use
(Activity Type) verbs + ing (2-3 words).
The activity description should begin with the objective (i.e. the milestone that
Describe all the activities
is planned to be achieved), list the steps (if more than 1) to be carried out in a
4 related to each position
sequence, and answer the ‘what’, ‘when’ and ‘how’. Recommend to use verbs
(Activity Description)
(50 characters).
Knowledge Resources are artefacts (documents, software, etc.) provided by
List all the knowledge
the MDO for an individual to perform a certain activity (e.g. standard
resources pertaining to
5 operating procedures (SOPs), manual of procedures, policy manual, legal
each activity (Knowledge
policies (i.e. Acts), software such as SPARROW, etc.). They are linked to
Resources)
individual activities.
Every individual activity is a usually a sequential action taken to contribute
Rearrange activity types
towards a specific objective/ milestone. The process of rearranging and
6 using the principle of
putting these individual activities into buckets will assist in the process of
adjacency to form buckets
defining roles.
Describe the cluster of The role description should describe each of the buckets of activities (created
7 activities in each bucket in the step above). It should answer the following: What is the overall
(Role Description) objective of this bucket of activities? (70 characters)
Label the description in The role label should succinctly capture the role description (e.g. team
8 each bucket manager (governance), project manager (communication)). Recommend to
(Role Label) use nouns (3-4 words).
The competency description covers the elements and the scope of the
Describe the competency (e.g. Identifies one’s own emotional triggers and controls one’s
competencies required for emotional responses. Maintains sense of professionalism and emotional
9
each role restraint when provoked, faced with hostility or working under increased
(Competency Description) stress. It includes resilience and stamina despite prolonged adversities) (280
characters).
The competency label should succinctly capture the competency described
Identify the competency above. It gives an idea of what the competency is about, and how it is
label and type commonly known (e.g. vigilance planning, decision making, project
10
(Competency Label and management) (2-3 words).
Type)
Also specify the competency type (i.e. behavioural, domain, or functional).
Competency areas can be defined as the collection of competencies closely
related to one another at a knowledge/subject level. Cluster the competency
Identify the competency
labels and identify the generic area in which these competency labels could be
11 area
categorised (e.g. technical writing, rules-based copy editing, content writing
(Competency Area)
and editing, research and information synthesis, and report writing will come
under the competency area of Noting and Drafting (2-3 words)).
The competency level is the proficiency level of the competency. These
indicate levels of sophistication of the competency described. The level
Describe each level within
description is an observable description of each proficiency level of a given
each competency
12 competency. The higher the number of descriptors, the greater the
(Competency Level
understanding of the proficiency level. Recommend to have a minimum of 3
Description)
observable descriptors (there are typically anywhere between 3 and 5 levels
of proficiency).
Once the levels are described, they must be labelled. Competency levels are
Identify the levels within progressive in nature and normally given in an ascending order. Thus, Level 2
13 each competency is a more sophisticated use of that particular competency, when compared to
(Competency Level) Level 1 and so on. If you are adding the competency in relation to a particular
role, you must specify the proficiency level applicable to that role.
Step 7: Focus group discussions (internal as discuss the interrelationships between the
various components.
and external experts) to improve draft
dictionaries and interrelationships Ensuring that outside experts are a part of this
is to establish that there is a plurality of opinion
The primary objective of this focus group
and that a critically informed, forward-looking
discussion is to create a list of competencies
stance informs the discussion. The experts need
(BDF) that are required for each role (steps 9-13
to be globally recognised domain experts. At
in Table 2), and the levels for the same, as well
least one such expert should be brought in for
each of the thrust areas of the MDO that is
being FRACed. One may look for such experts that the departmental minister has set. The
from within the country or from abroad, from preliminary list of roles, activities and
other parts of government or from the private knowledge resources for each position would
sector. The quality of these experts will already have been completed in Step 6. This will
determine the quality of the competencies enable the group to discuss and finalise what
documented and the HoD must take personal competencies are necessary to achieve the
interest in this selection. Any failure to bring in departmental goals.
anything but the best will seriously impair the
outcomes from FRACing. Another task that this group will have to do is to
finalise the allocation of each competency and
The focus group discussion will identify all the its level to all the roles in each position. Table 3
BDF competencies for every role, and ensure below is an example of the output3.
that they are aligned with the three-year goals
TABLE 3. Example of the allocation of competency and levels to each position
Management Training Training

Competency
(Training) Coordination Governance
Competency 1 Level 2 Level 1 Level 4 Levels here
indicate
Behavioural Competency 2 Level 3 Level 5 Level 4 competencies
that subsume
Competency 3 Level 5 Level 3 Level 1 previous levels
Competency 4 Levels 4; 3 Level 3 Level 2; 4
Domain Competency 5 Level 2 Levels 2; 4 Levels 2; 5 Levels here
indicate specific
Competency 6 Level 1 Levels 3; 4 Level 2
skills that can
Competency 7 Level 3 Levels 1; 4 Levels 1; 4
be applied
Functional Competency 8 Levels 2; 5 Level 2 Level 5 discontinuously
Competency 9 Levels 1; 2 Levels 3; 5 Levels 4; 5
The consolidated list of roles, activities, discussion on competencies may eventually

competencies and knowledge resources from arise within this group, it is not essential to
this step as well as the various reach a consensus. What competencies are
interrelationships between them will be shared required for which role and at what level is a
with the senior leadership of the MDO being leadership decision. How the leader would like
FRACed to agree/ change/ remove to arrive at the decision is the leader’s choice,
competencies from the list, eventually but popular choices and consensus cannot and
contributing to the dictionaries and must not replace leadership decisions on the
interrelationships (back to Step 6). Quality audit competence of the talent that the leader seeks.
tests will have to be developed to assess the
quality of output so obtained.
At this stage it is more important to obtain a

consensus on the roles and activities. While a
3
See Box 2 in the companion Part 1 document for the differences between functional/domain competencies and behavioural
competencies.
Step 8: Position, role, activity, competency The final dictionaries, as well as changes in the
and knowledge resources survey of all staff policies governing people processes, need to be
identified and marked out for modification.
This is the stage at which everyone in the entity Some of these changes may need to precede
being FRACed gets a chance to input into the the implementation of the dictionaries within
FRACing process. Based on several rounds of the MDO (for example, training-related expense
discussions with key members of staff and reimbursement).
domain experts from outside, the dictionaries
and interrelationships are updated (back to Step 11: Upload on iGOT for quality audit by
Step 6). Once this has been done, all members iGOT SPV
of staff will be asked to use the dictionaries to
draw out the roles, activities, competencies and At this stage, the IFU takes charge and the
knowledge resources relevant for them. In case dictionaries are uploaded on the iGOT platform
the dictionaries do not have a role, activity, for a quality audit conducted by the iGOT SPV.
competency or knowledge resource that is The CSP continues to be available to work on
relevant for them, they are invited to propose any of the audit observations passed by the
the same. All proposals for additions to the iGOT SPV’s quality team.
dictionaries are then gathered and analysed by
the DFT for another revised draft.
Step 12: Approval by HoD after quality audit
The list, agreed upon by the Division and by iGOT SPV
Department Heads, will be recirculated for final
ranking and acceptance by the employees. Any Once the quality audit is complete by the iGOT
additions, if made to this list, will have to be SPV, the final dictionaries are shown to the HoD
agreed upon as in Step 7 above. The process of for approval. Thus, the HoD benefits from the
creating the FRAC for the MDO is an iterative advice of both the DFT and SPV.
process till the time it attains the standards that
are set and passes the ‘smell test’. The Step 13: Publish on iGOT for all users to see
standards of quality and the various ways and
means of how to attain these will have to be Finally, once the dictionaries are approved by
worked out. the HoD, they are published on iGOT for all
users to view.
Step 9: Focus group discussions (Division
Heads) to improve draft dictionaries and Step 14: QR code and workflow for duty
interrelationships chart/ work allocation
At this stage, the Division Heads review the This step, and the one that follows, are
revised draft of the dictionaries, necessary to ensure the results from FRAcing
interrelationships and rankings, and take view continue to remain valid. HoDs are constantly
on them. They also focus on getting changing the distribution of work among
expectations from each other ratified and check different members of staff so that load
if they have successfully crafted them into their balancing as well as talent matching is
individual divisional dictionaries. accomplished. Once FRACing has been done
and iGOT updated, any subsequent changes to
Step 10: Final draft of the dictionaries and the tagging of roles, activities, competencies or
interrelationships by the DFT knowledge resources to positions will have to
be captured on the iGOT platform. This is best
achieved by ensuring that all changes to the
distribution of work are done using the
workflow built for this purpose on the platform.
This will require an enforceable government
order which states that no orders with regards
to the distribution of work will be valid unless it
has been generated on iGOT Karmayogi. As
evidence, the work distribution order should
carry a unique QR code generated the platform.
The workflow for this will be built such that the
tagging of roles and activities are updated
before the order is printed.
Step 15: QR code and workflow for

recruitment
The purpose of this step is similar to that in Step

14 above. The idea is to keep iGOT Karmayogi
from losing its ability to be the single source of
truth for all matters HR in government. The QR
code requirement will have to be imposed via
an enforceable government order as described.
Thus, these 15 steps of FRACing are provided as

a guidance to MDOs. As iterated above, the
result of this process – the dictionaries and their
interrelationships – must be adequate for the
use of incumbent position holders, future
position holders, HR managers, and CBP
providers, in order for the process to be
deemed successful.
It is also important to reiterate that these 15

steps of FRACing should not be seen as a one-
time activity, but rather an ongoing process. On
the whole, it will enable government MDOs to
build an accurate picture of the
interrelationships as well as the full list of
positions, roles, activities, competencies and
knowledge resources relevant to them.
Section 2 Promoting success
The success of FRACing will depend upon a manage much more than it has ever been able
number of factors – some are detailed below. to do, but a word of caution is always useful on
this count.
Start simple: Although the platform is not yet
perfect, it must not be a reason for further Sensitisation and handholding: Building a
delays. By not utilising what is good, we are common understanding on all aspects of iGOT
losing an opportunity to benefit from what we Karmayogi, including FRACing, is going to be
have. Therefore, we must not wait for the best important. This will be more effective if it is
before we start utilising these services. Starting done through a continuous sensitisation and
simple does not mean we will remain simple – capacity building process. A strong outreach
as more data comes in, as our algorithms and a well-designed campaign (index cards,
improve, as our definitions get refined, as our video bytes, quizzes of the day, etc.) should
processes become better, the good will become therefore be an integral part. Both at the rollout
better, and better will become best. We must and maturation phases there will be many
not let the best be the enemy of the good. doubts, questions, and difficulties that people
face. A support team to handle these queries
Establishing a clear theory of change: and handhold IFUs and individual officials will
Government entities who are embarking on the be needed.
iGOT Karmayogi journey will need to have a
clear idea on what they hope to achieve Building a core group of iGOT Karmayogi
through it – in particular how they would like to evangelists: Given that the goal is to transform
leverage the opportunities on the Karmayogi HR practices in all government MDOs at the
platform to transform how they build their central, state and local level, it will be important
human resources and encourage them to to build and sustain a large group of core
pursue lifelong learning. iGOT Karmayogi will be supporters from all walks of life; HR
only as good as the ability and motivation of its professionals, CSPs, PIAAs and CBP suppliers are
participating entities. going to be important. At the same time, the
prestige and brand of iGOT Karmayogi will need
Limiting the problem and solution set: The to be built up which will require a sound media
three buckets of competencies (BDF) used in and social media strategy, including the ability
this initiative will map out a significantly large to monitor social media chatter on iGOT
number of activities, roles and positions. This Karmayogi. Workshops, seminars, competitions
can give rise to interpretation problems (e.g. is etc. may be needed for this. This will also
this competency linked to Teamwork or require a strong pool of expert HR
Collaboration?), and also on which activity is professionals/ organisations, both Indian and
linked to which role. As seen in the UN, OECD global.
and IAEA examples, it is important to limit the
size of each of the buckets so that they remain Network of world-class universities,
manageable. Unlike what has been done institutions and individuals who can
anywhere in the world in the past, iGOT participate on the iGOT learning hub for CBPs:
Karmayogi is a population scale platform with While independent and private CBP providers
powerful AI and ML capabilities. It will also be will be part of the solution, it is important that
using a new competency mark-up language steps are taken to bring on board global and
(CML). iGOT Karmayogi will therefore be able to domestic institutions as CBP providers.
References
Civil Services Human Resources, Government of the UK. (2012). Civil Service Competency Framework 2012-
2017. Retrieved from
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file
/436073/cscf_fulla4potrait_2013-2017_v2d.pdf.
Department for Promotion of Industry and Internal Trade (DIPP), Government of India. (2019). Work
Allocation. Retrieved from
https://dipp.gov.in/sites/default/files/WORK%20ALLOCATION%2023092019.pdf.
International Atomic Energy Agency (IAEA). (n.d.). The Competency Framework: A guide for IAEA managers
and staff. Retrieved from https://www.iaea.org/sites/default/files/18/03/competency-
framework.pdf.
Organisation for Economic Co-operation and Development (OECD). (2014). Competency Framework.
Retrieved from https://www.oecd.org/careers/competency_framework_en.pdf.
United Nations (UN). (2020). What we look for. Retrieved from
https://careers.un.org/lbw/home.aspx?viewtype=WWLF.
Appendices
Appendix 1 IFU Team Members
For the time being, it is inferred that Knowledge resources for all IFU Team Members will be key
documents related to Mission Karmayogi.
Project Manager
Competencies
Position Roles Activities
Domain Functional Behavioural
Deploy detailed project Principles of advanced
Project management Information seeking
management plans project management
Control project plans to Sector/ industry process
Types of phases of a
manage project schedule and breadth (as against dept of Conceptual thinking
project lifecycle
Project Management
deliverables one or more processes)

MS project; primavera of
Work breakdown
Manage projects costs similar PM tools (for which Initiative and drive
structure (WBS)
MDO already has licenses)
Key project
Planning and
Assess potential project issues performance
coordination
measurements
Communication
Manage project contingencies
skills
Report on project progress to
senior executives
Allocate roles and tasks to
Manage Project Teams
Target setting Leading others

project members
Project Manager
Monitor contributions by each Methods of project Organisational

member communication Awareness
Help team members Commitment to
overcome roadblocks organisation
Mentor and coach external
Self- confidence
experts on ways of the MDO
MS Project; primavera of Methods of project risk Consultation and
Track issues regularly
similar PM Tools assessment consensus building
Project Issue
Resolutions
Create an issue resolution Methods of project

Decision making
plan and monitor effectively communication
Escalate issues in a timely
Delegation
manner
Identify risks for each specific Methods of project risk
Organisation HR processes Attention to detail
Project Risk Assessment
functional area assessment

Risk recording and
Perform risk assessment as Change management Taking
reporting structures
required techniques accountability
and processes
Types of risk
Report assessment outcomes
assessment matrices to
to relevant stakeholders
follow
Adopt risk control measures Principles of crisis
to ensure impact is controlled management
Project Coordinator
Competencies
Create and update project
Project management Project administration Information seeking
management plans
Working knowledge of
Project Management
Timely reminders on MS project; primavera

Creating a work
deliverable schedules of similar PM tools (for Initiative and drive
breakdown structure
expected which MDO already has
licenses)
Keep detailed project costs Planning and
incurred coordination
Communication skills
Project Manager
Other project coordination
activities
Drafting and sending
Regular task updation for all Drafting of minutes of Organisational
emails (as per Project
project members the meeting awareness
Project Teams
Coordination
Manager’s instructions)
Note-taking and filing -
Project Coordinator
Meeting notes and Commitment to

electronic and physical
communication organisation
(if needed)
Administrative works related
Self-confidence
to external experts
MS project; primavera
Use issue tracker regularly Attention to detail
of similar PM tools
Project Issue
Resolutions
Create agenda for approval of

Project Manager
Identify issues to be
highlighted
Identify risks for each specific Organisation HR Methods of project risk
Attention to detail
functional area processes assessment
Risk recording and
Perform risk assessment as Change management
reporting structures Taking accountability

required techniques
and processes
Types of risk
follow
Relevant regulatory
requirements and
guidelines
Functional Heads
Competencies
Work closely with domain Known expert in the
Workshop facilitation
expert in bringing up-to-date domain (global level Information seeking
Identify trends in the domain over the next 5 years
skills
on context expertise)
Strong advocate of use
Communicate clearly the Report writing and
of technology in own Conceptual thinking
objectives of the assignment presentation skills
domain
Strong expertise in
Identify communication adjacent domain areas
means that best suit the key (e.g. for health
Initiative and drive
influencers and use it education – EdTech;
consistently HRD can be considered
adjacent domains)
Leading others
Consultation and
communication
building
Taking accountability
Innovative thinking
Problem solving
Functional Head
Draw down domain trends to

Deep understanding of
Building Domain Competencies
each affected function within Leading others

the FRAC process
the MDO
Showcase how the roles Usage of FRAC
Methods of project Organisational
across hierarchy will change templates and
communication awareness
over time with evidence methodologies
Identify domain competencies
Commitment to
of future that the above roles
organisation
require
Identify CBP providers that
currently enable building Self-confidence
competencies
MS project; primavera Methods of project risk Consultation and
Understand project strategy
of similar pm tools assessment consensus building
Identify risks early and
Methods of project
communicate with project Decision making
Project Contribution
communication
manager
Identify dependencies with
other functions and track
them closely
Identify key actors within
function to help facilitate
change
Escalate issues and seek
Delegation
resolution in a timely manner
HR Head
Competencies
Work closely with HR domain
HR processes and
Identify impact of FRAC on HR processes
expert (if needed) to identify Change management Information seeking

policies
changes required
Build a case for change in HR Trends in HR Communication and
Conceptual thinking
policies technology presentation
Identify impact of changes on
Deep understanding of
other HR policies: leave, Initiative and drive
the FRAC process
entitlements, etc.
Leading others
Consultation and
communication
building
Innovative thinking
Problem solving
Suggest changes in the
Deep understanding of Methods of project
workflow as per iGOT Leading others
Recruitment Workflow
the FRAC process communication

recommendations
Modifications
Present internal approval note Usage of FRAC

HR Head
Organisational
for change of recruitment templates and
awareness
procedures methodologies
Assessment
Create a policy for using iGOT Commitment to
technologies and
assessment processes organisation
processes
Self-confidence
of similar PM tools assessment consensus building
Identify changes risks early
Methods of project
and communicate with Change management Decision making
communication
project manager and HoD
Create a change management

strategy along with HoD and
project manager
other functions and track
them closely
Identify key actors within
function to help facilitate
change
Delegation
Appendix 2 CSP Team Members
For the time being, it is inferred that Knowledge resources for all CSP Team Members will be key
documents related to Mission Karmayogi.
Project Manager
Competencies
Deploy detailed project Principles of advanced
Project management Information seeking
management plans project management
Sector/ industry
Control project plans to
process breadth (as Types of phases of a
manage project schedule and Conceptual thinking
against dept of one or project lifecycle
Project Management
deliverables
more processes)
of similar PM tools (for Work breakdown
Manage projects costs Initiative and drive
which MDO already has structure (WBS)
licenses)
Key project
Planning and
Assess potential project issues performance
coordination
measurements
Manage project contingencies Communication skills
senior executives
Allocate roles and tasks to
Manage Project Teams
Target setting Leading others

Project Manager
project members
Monitor contributions by each Methods of project Organisational
member communication Awareness
Help team members Commitment to
overcome roadblocks organisation
Mentor and coach external
Self-confidence
experts on ways of the MDO
MS Project; primavera Methods of project risk Consultation and
Track issues regularly
of similar PM Tools assessment consensus building
Project Issue
Resolutions
Create an issue resolution Methods of project

Decision making
plan and monitor effectively communication
Escalate issues in a timely
Delegation
manner
Attention to detail

Risk recording and
required techniques
and processes
Types of risk
follow
Domain Expert
Competencies
Understand the client's Deep knowledge of
Identify trends in the domain over the
current landscape, context processes in own Project management Information seeking

and brief history function
Coach the expert with current
Conceptual thinking
and approved strategy
next 5 years
Translate MDO goals to

Initiative and drive
functional goals
Identify areas of change along
Leading others
with expert
Consultation and
Finalise a report for
communication
HoD/minster's approval
building
Innovative thinking
Identify changes in roles and
Building Domain Competencies
create a phase-wise change Leading others

plan
Usage of FRAC
Modify roles and activities for Organisational
templates and
affected positions awareness
methodologies
Identify domain competencies
Domain Expert
Commitment to
of future that the above roles
organisation
require
Identify CBP providers that
currently enable building Self-confidence
competencies
Understanding of
Identify change strategy and critical roles and Change management
People first
get approval from HoD bottlenecks in current strategies
Managing Change
operations
Build consensus within the
domain among key Strategic thinking
stakeholders
Identify communication
means that best suit the key
Empathy
influencers and use it
consistently
of similar PM tools assessment consensus building
Allocate adequate resources Methods of project

to ensure project success communication
Identify risks early and
communicate with Project Decision making
Manager
Delegation
Senior Consultant (Domain)
Competencies
Understand current processes
Project management Project administration Information seeking
and tech used
Working knowledge of
Understand current tech Creating a work
of similar PM tools (for Initiative and drive
Domain Competency Writing
changes (if any) breakdown structure

which MDO already has
licenses)
Conduct organisation analyses Depth of knowledge of
Workshop facilitation Planning and
exercise to identify gaps in current domain
skills coordination
talent processes
Conduct functional gap
Process re-engineering
analyses and facilitate change Conceptual thinking
in own domain
strategy acceptance
Work with domain expert to
translate changes to roles and Communication skills
activities
Work with domain expert to
translate roles and activities Problem solving
to competencies
Senior Consultant (Domain)
Drafting and sending

Project Teams Coordination
Regular task updating for all Drafting of minutes of

emails (as per Project Self-confidence
project members the meeting
Manager’s instructions)
Note taking and filing –
Meeting notes and
electronic and physical Workflow diagrams
communication
(if needed)
Identify change issues in
Presentation skills
process changes suggested
Identify change risk mitigation
steps
Use issue tracker regularly Attention to detail
of similar PM tools
Project Issue
Resolutions
Create agenda for approval of

Project Manager
Identify issues to be
highlighted
Attention to detail
Risk recording and

required techniques
and processes
Types of risk
follow
Relevant regulatory
requirements and
guidelines
HR Process Expert
Competencies
Work closely with HR head to HR processes and Change management Information seeking
identify changes required policies
Identify impact of FRAC on HR processes
Identify impact of changes on Trends in HR Communication and Conceptual thinking

other HR policies: leave, technology presentation
entitlements, etc.
Build a case for change in HR Deep understanding of Drafting note as per Initiative and drive
policies the FRAC process MDO’s practice
Build case for HR process Leading others
automation (as per MDO’s
agreed policy)
Consultation and
communication
building
HR Process Expert
Innovative thinking
Problem solving
Suggest changes in the
workflow as per iGOT Leading others
Recruitment Workflow

recommendations
Modifications
Usage of FRAC
Draw up change note for HR Organisational
templates and
head's approval awareness
methodologies
Identify assessment processes Assessment
Commitment to
for adoption by MDO’s technologies and
organisation
recruitment processes
Self-confidence
of similar pm tools assessment consensus building
Identify changes risks early

Methods of project
and communicate with Change management Decision making
communication
Project Manager and HR head
other functions and help HR Delegation
head navigate these changes
Appendix 3 Work Allocation in the Department for Promotion
of Industry and Internal Trade as on 23.09.2019 (DIPP, 2019)
15.
Volume II
Standard Form of Contract
STANDARD FORM OF CONTRACT
CONTRACT FOR CONSULTANCY SERVICES
Between
[Name of client]
[Name of Consultants]
[Date]
1
I. Form of Contract
Contract to undertake [name of assignment]
This CONTRACT (hereinafter called the “Contract”) is made on the [Date in words] day of the
month of [month] [year in ‘yyyy’ format], by and between
The----------------------------------------------------------------------------------------------------------------------
---------, hereinafter referred to as the “Client” which expression unless repugnant to context or
meaning thereof shall include its successors, affiliates and assigns) of the First Part.
and
[Name of Consultants and registered address]
(hereinafter called the “Consultants”)
WHEREAS
a) The Client has requested the Consultants to provide certain consulting services as
defined in the General Conditions attached to this Contract (hereinafter called the
“Services”);
b) The Consultants, having represented to the Client that they have the required
professional skills, personnel and technical resources, have agreed to provide the
services on the terms and conditions set forth in this Contract.
NOW THEREFORE the parties hereto hereby agree as follows:
1. The following documents attached hereto shall be deemed to form an integral part of this
Contract:
a) The General Conditions of Contract (hereinafter called “GC”);
b) The Special Conditions of contract (hereinafter called “SC”);
c) The following Appendices:
Appendix A: Terms of reference containing, inter-alia, the Description of the Services

and reporting requirements,
Appendix B: Consultants’, Sub consultants, Key Personnel and Sub Professional

Personnel, Task assignment, work programme, manning schedule,
qualification requirements of key personnel and schedule for
submission of various deliverables
Appendix C: Approach and methodology
Appendix D: Duties of the Client
Appendix E: Cost Estimate
Appendix F: “Conformed Document” which incorporates all the changes,

modifications and results of the contract discussion
Appendix G: Copy of Letter of Award
Appendix H: Copy of letter of Award/ acceptance by Consultant
2
Appendix I: Copy of Bank Guarantee for Performance Security
Appendix J: Clarifications
Appendix K: Hours of work for Consultants’ Personnel
Appendix L: Correspondences
2. The mutual rights and obligations of the Client and the Consultants shall be as set forth in
the Contract; in particular:
a) The Consultants shall carry out the Services in accordance with the provisions of the
Contract; and
b) Client will make payments to the Consultants in accordance with the provisions of the
Contract.
3. Priority of documents: The Parties expressly agree that in the event of any conflict,
inconsistency or contradiction between any clauses forming part of the documents
constituting the Contract, and more particularly mentioned in Clause 1 (of this contract)
hereinabove, the documents shall be interpreted in the following order of precedence:
a) The provisions of this Contract shall override all provisions of other documents
comprising the Contract.
b) the provisions of the SC shall be subject to the Contract, but shall override all
provisions of other documents comprising the Contract;
c) the provisions of the GC shall be subject to the Contract SC, but shall take precedence
over all other documents comprising the Contract; and
d) the Appendices shall subject to each of the Contract, SC and the GC
e) Any decision of the Client in relation to the priority of documents shall be final and
binding upon the Consultant
IN WITNESS WHEREOF, the Parties hereto have caused this Contract to be signed in their
respective names as of the day and year first above written.
FOR AND ON BEHALF OF CLIENT
[Signature]
[Name]
[Designation]
FOR AND ON BEHALF OF CONSULTANT
[Signature]
[Name]
[Designation]
Witness:
1. [Signature, name and address]
2. [Signature, name and address]
3
II. General Conditions of Contract
1.1 General provisions

1.1.1 Definitions
Unless the context otherwise requires, the following terms whenever used in this Contract
have the following meanings:
a) “Applicable Law” means the all laws, bye-laws, rules, regulations, orders, ordinances,
protocols, codes, guidelines, policies, notices, directions, judgments, decrees and any
other instruments having the force of law in India as they may be issued and in force
from time to time;
b) “Affiliate” means, with respect to any Party, any other entity that, directly or indirectly:
(a) Controls such Party; (b) is Controlled by such Party; (c) is Controlled by the same
person who, directly or indirectly, Controls such Party; and “Control” with respect to
any person, shall mean: (a) the possession, directly or indirectly, of the power to direct
or cause the direction of the management and policies of such person whether through
the ownership of voting share capital, by agreement or otherwise or the power to elect
more than one-half of the directors, partners or other individuals exercising similar
authority with respect to such person; (b) the possession, directly or indirectly, of a
voting interest of more than 50%; and the terms “Controlling” and “Controlled by” shall
be construed accordingly;
c) “Client” means the Party named in the Contract, who employs the Consultant;
d) “Consultant” or “Consultants” means the party named in the Contract, who is employed
as an independent professional firm by the Client to perform the Services;
e) “Contract” means the Contract signed by the Parties, to which these General
Conditions of Contract (GC) constitute a part, together with all other documents listed
in this signed Contract;
f) “Contract Price” means the price to be paid for the performance of the Services;
g) “GC” means the General Conditions of Contract;
h) “Government” means the Government of Client’s country;
i) “Local Currency” means the currency of the Government;
j) “Member”, in case the Consultants consist of a joint venture of more than one entity,
means any of these entities, and “ Members” means all of these entities; “Member in
Charge” means the entity specified in the SC to act on behalf of Each Member in
exercising all the Consultants’ rights and obligations towards the Client under this
Contract;
k) “Material Adverse Effect” means material adverse effect on (a) the ability of the
Consultant to observe and perform any of its rights and obligations under and in
accordance with the provisions of this Agreement and/or (b) the legality, validity,
binding nature or enforceability of this Agreement;
l) Master Services Agreement (MSA) shall mean the same as “contract”;
m) “Party” means the Client or the Consultants, as the case may be, and Parties means
both of them;
4
n) “Performance Security” shall mean the irrevocable and unconditional bank guarantee
provided by the Consultant from a scheduled Indian bank as guarantee for the
performance of its obligations in respect of the Contract;
o) “Personnel” means persons hired by the Consultants or by any Sub-consultant as

employees and assigned to the performance of the Services or any part thereof;
p) “Project” means “[name of assignment]”;
q) “SC” means the Special Conditions of Contract by which these General Conditions of
the Contract may be amended or supplemented;
r) “Services” means the work to be performed by the Consultants pursuant to this

Contract as described in TOR;
s) “Sub-consultant” means any entity to which the Consultants subcontract any part of
the Services in accordance with the provisions of this contract; and,
t) “Work Order” means a specific directive or order to perform a defined scope for a
defined duration and fee
u) “Corrupt Practice” means the offering, giving, receiving or soliciting of anything of value
to influence the action of a public official in the selection process or in contract
execution.
v) “Fraudulent Practice” means a misrepresentation of facts in order to influence a

selection process or the execution of a contract to the detriment of the Client, and
includes collusive practice among consultants (prior to or after submission of
proposals) designed to establish prices at artificial non-competitive levels and to
deprive the Client of the benefits of free and open competition.
1.1.2 Law Governing Contract: This Contract, its meaning and interpretation, and the relation
between the Parties shall be governed by the Applicable Laws of India and shall be
subject to the exclusive jurisdiction of the Courts at New Delhi.
1.1.3 Language: This Contract has been executed in the language specified in the SC, which
shall be binding and controlling language for all matters relating to the meaning or
interpretation of this Contract.
1.1.4 Notices: Any notice, request or consent made pursuant to the Contract shall be in
writing and shall be deemed to have been made when delivered in person to an
authorized representative of the Party to whom the communication is addressed, or
when sent by registered mail, telex, telegram or facsimile to such Party at the address
specified in the SC.
1.1.5 Location: The Services shall be performed at such locations as whether in Country or
elsewhere, as the Client may approve.
1.1.6 Authorized Representatives: Any action required or permitted to be taken, and any
document required or permitted to be executed, under this Contract by the Client or
the Consultants may be taken or executed by the officials in the SC.
1.1.7 Taxes and Duties: Unless otherwise specified in the SC, the Consultants, Sub-
consultants and their Personnel shall pay such taxes, duties, fees and other
impositions as may be levied under the Applicable Law, the amount of which is deemed
to have been included in the Contract Price. The Client shall be entitled to deduct any
Taxes required to be deducted at source under Applicable Law from any payments to
be made by it to the Consultant. Further, in the event that the Client receives
notification or assessment of any Taxes (whether as an agent, or in substitution of the
5
Consultant, any Sub-consultants or its Personnel, servants, agents or otherwise) in
respect of or arising out of the performance of the Consultant’s obligations under this
Agreement which remain outstanding, the Client shall notify the Consultant of the same
and the Consultant shall promptly take all necessary action for settlement and/or any
other lawful disposal of such notification or assessment. Furthermore, the Consultant
shall pay forthwith on demand to the Client all costs including fines and penalties,
which the Client may incur as a result of:
1.1.7.1 the Client having been required by any governmental authority to pay any Taxes
which the Consultant is liable to bear hereunder; or
1.1.7.2 any cost actually sustained by the Client for failure by the Consultant to pay any
Taxes for which it is responsible under this Contract
1.1.8 Interpretation: In the Contract, unless the context otherwise requires:
1.1.8.1 The singular includes the plural and vice versa and any word or expression defined
in the singular shall have a corresponding meaning if used in the plural and vice
versa. A reference to any gender includes the other gender.
1.1.8.2 A reference to any document, agreement, deed or other instrument (including,
without limitation, references to the Contract), includes a reference to any document,
agreement, deed or other instrument as may be varied, amended, supplemented,
restated, novated or replaced, from time to time.
1.1.8.3 A reference to any document, agreement, deed or other instrument (including,
without limitation, references to the Contract), means a reference to such document,
agreement, deed or other instrument and to all appendices, annexes, schedules and
parts attached or relatable thereto, all of which shall form an integral part of such
document, agreement, deed or other instrument, as the case may be.
1.1.8.4 A reference to any Applicable Law includes any amendment, modification, re-
enactment or change in interpretation or applicability of such Law and a reference to
any statutory body or authority includes a reference to any successor as to such of
its functions as are relevant in the context in which the statutory body or authority
was referred to
1.1.8.5 Where a word or phrase has a defined meaning, any other part of speech or
grammatical form in respect of the word or phrase has a corresponding meaning.
1.1.8.6 The words ‘include’ and ‘including’ are to be construed without limitation. The terms
‘herein’, ‘hereof’, ‘hereto’, ‘hereunder’ and words of similar purport refer to the
Contract as a whole. Where a wider construction is possible, the words ‘other’ and
‘otherwise’ shall not be construed ejusdem generis with any foregoing words.
1.1.8.7 In the Contract, headings are for the convenience of reference only and are not
intended as complete or accurate descriptions of the content thereof and shall not be
used to interpret the provisions of the Contract.
1.1.8.8 Any obligation not to do something shall be deemed to include an obligation not to
suffer, permit or cause that thing to be done. An obligation to do something shall be
deemed to include an obligation to cause that thing to be done.
1.1.8.9 The rule of interpretation which requires that a Contract be interpreted against the
person or Party drafting it shall have no application in the case of this Contract.
1.1.8.10 References to a person (or to a word importing a person) shall be construed so as to
include:
a) Individual, firm, partnership, trust, joint venture, company, corporation, body corporate,
unincorporated body, association, organization, any government, or state or any
agency of a government or state, or any local or municipal authority or other
6
Governmental Authority (whether or not in each case having separate legal
personality);
b) That person’s successors in title and assigns or transferees permitted in accordance

with the terms of the Contract; and
c) References to a person’s representatives shall be to its officers, Personnel, legal or

other professional advisors, subcontractors, agents, attorneys and other duly
authorized representatives.
1.2 Commencement, completion, modification and termination of contract

1.2.1 Effectiveness of Contract: This Contract shall come into effect on the date the Contract
is signed by both the Parties, or such other date as may be stated as per SC.
1.2.2 Commencement of Services: The Consultants shall commence the Services from 15th
(fifteen) day of effectiveness of the Contract or any date prior to that with written
approval from the Client.
1.2.3 Expiration of Contract: Unless terminated earlier pursuant to relevant clauses in this
contract hereof, this Contract shall expire when Services have been completed and all
payments have been made at the end of such time period after the Effective Date as
shall be specified in the SC.
1.2.4 Modification: Modification of the terms and conditions of this Contract, including any
modification of the scope of the Services or of the Contract Price, may only be made
by written agreement between the Parties.
1.2.5 Force Majeure
1.2.5.1 Definition: For the purposes of this Contract, “Force Majeure” means an event which
is beyond the reasonable control of a Party, and which makes a Party’s performance
of its obligations under the Contract impossible or so impractical to be considered
impossible under the circumstances, and includes, but not limited to war, riots, civil
disorder, earthquake, fire, explosion, storm, flood or other adverse weather
conditions.
1.2.5.2 No Breach of Contract: The failure of a party to fulfil any of its obligations under the
Contract shall not be considered to be a breach of, or default under this Contract
insofar as such inability arises from an event of Force Majeure, provided that the
Party affected by such an event:
a) has taken all precautions, due care and reasonable alternative measures in order to
carry out the terms and conditions of this Contract, and
b) has informed the other party as soon as possible about the occurrence of such an
event.
c) the dates of commencement and estimated cessation of such event of Force Majeure;
and
d) the manner in which the Force Majeure event(s) affects the Party’s obligation(s) under
the Contract.
1.2.5.3 The Parties agree that neither Party shall be able to suspend or excuse the non-
performance of its obligations hereunder unless such Party has given the notice
specified above.
1.2.6 Extension of Time: Any period within which a Party shall, pursuant to this Contract,
complete any action or task, shall be extended for a period equal to the time during
which such Party was unable to perform such action as a result of Force Majeure.
7
1.2.7 Payments: During the period of their inability to perform the Services as a result of an
event of Force Majeure, the Consultants shall be entitled to continue to be paid under
the terms of this Contract, as well as to be reimbursed for additional costs reasonably
and necessarily incurred by them during such period for the purposes of the services
and in reactivating the services after the end of such period.
1.2.8 Joint and Several Liability: Collective action by Members
1.2.8.1 In the event the Consultant appoints sub-consultants, the Members shall be deemed
to be jointly and severally liable to the Client for the performance of this Contract.
1.2.8.2 any decision (including without limitation, any waiver or consent), action, omission,
communication or notice of the Member in Charge on any matters related to this
Contract shall be deemed to have been on its behalf and shall be binding on it. The
Client shall be entitled to rely upon any such action, decision or communication from
the Member in Charge;
1.2.8.2.1 consolidated invoices for the Services performed by all the Members shall be
prepared and submitted by the Member in Charge and the Client shall have the
right to release payments solely to the Member in Charge and the Client shall not
in any manner be responsible or liable for the inter se allocation of payments, works
etc. among the Members;
1.2.8.2.2 any notice, communication, information or documents to be provided to the

Consultant shall be delivered to the authorized representative of the Consultant (as
designated pursuant to Clause 1.1.6 of the GCC) and any such notice,
communication, information or documents shall be deemed to have been delivered
to all the Members.
1.3 Termination
1.3.1 By the client: The Client may terminate this Contract, by not less than thirty (30) days’
or sixty (60) written notice of termination to the Consultants, to be given after the
occurrence of any of the events specified in this clause:
a) if the Consultants do not remedy a failure in the performance of their obligations under
the Contract, within a period of sixty (60) days, after being notified or within such further
period as the Client may have subsequently approved in writing;
b) within thirty (30) days, if the Consultants become insolvent or bankrupt;
c) if, as the result of Force Majeure, the Consultants are unable to perform a material
portion of the Services for a period of not less than sixty (60) days;
d) within thirty (30) days, if the Consultant fails to comply with any final decision reached
as a result of arbitration proceedings pursuant to relevant clauses hereof;
e) within thirty (30) days, if the Consultant submits to the Client a false statement which
has a material effect on the rights, obligations or interests of the Client. If the Consultant
places itself in position of conflict of interest or fails to disclose promptly any conflict of
interest to the Client;
f) within thirty (30) days, if the Consultant, in the judgment of the Client has engaged in
Corrupt or Fraudulent Practices in competing for or in executing the Contract;
g) if the Client, in its sole discretion and for any reason whatsoever, within a period of
sixty (60) days’ decides to terminate this Contract.
8
1.3.2 By the Consultants: The Consultants may terminate this Contract, by not less than
thirty (30) day’s’ written notice to the Client, such notice to be given after the
occurrence of the events specified in this clause:
a) if the Client fails to pay any money due to the Consultants pursuant to this Contract
and not subject to dispute pursuant to relevant clauses hereof within forty-five (45)
days after receiving written notice from the Consultants that such payment is
overdue ; or
b) if, as the result of Force Majeure, the Consultants are unable to perform a material
portion of the Services for a period of not less than sixty (60) days.
1.3.3 Cessation of Rights and Obligations: Upon termination of this Contract pursuant to
actual Termination, or upon expiration of this Contract pursuant to relevant clause
hereof, all rights and obligations of the Parties hereunder shall cease, except (i) such
rights and obligations as may have accrued on the date of termination or expiration,
(ii) the obligation of confidentiality set forth in relevant clause 1.4.3 hereof, (iii) the
Consultant’s obligation to permit inspection, copying and auditing of their accounts and
records, (iv) the rights of indemnity of the Client and (v) any right which a Party may
have under the Applicable Law.
1.3.4 Cessation of Services: Upon termination of this Contract by notice of either Party to
the other pursuant to relevant clauses hereof, the Consultant shall, immediately upon
dispatch or receipt of such notice, take all necessary steps to bring the Services to a
close in a prompt and orderly manner and shall make every reasonable effort to keep
expenditures for this purpose to a minimum. With respect to documents prepared by
the Consultant and equipment and materials furnished by the Client, the Consultant
shall handover all project documents under procedure described in this contract.
1.3.5 Payment upon termination: Upon termination of this Contract, the Client will make the
following payments to the Consultants:
a) Remuneration pursuant to relevant clauses for Services satisfactorily performed prior
to the effective date of termination;
b) If the Contract is terminated pursuant to Clause 1.3.1 a), b), d), e) or f), the Consultant
shall not be entitled to receive any agreed payments upon termination of the Contract.
However, the Client may consider to make payment for the part satisfactorily
performed on the basis of the quantum merit as assessed by it, in its sole discretion, if
such part is of economic utility to the Client. Under such circumstances, upon
termination, the Client may also impose liquidated damages as per the provisions of
relevant clauses of this Contract. The consultant will be required to pay any such
liquidated damages to Client within 30 days of termination date.
1.3.6 Disputes about Events of Termination: If either Party disputes Termination of the
contract under relevant clauses hereof, such Party may, within forty-five (45) days after
receipt of notice of termination from the other Party, refer the matter to arbitration under
relevant clauses hereof, and this Contract shall not be terminated on account of such
event except in accordance with the terms of any resulting arbitral award.
1.4 Obligations of the Consultants
1.4.1 General: The Consultants shall perform the Services and carry out their obligations
hereunder with all due diligence, efficiency and economy, in accordance with generally
accepted professional techniques and practices, and shall observe sound
management practices, and employ appropriate advanced technology and safe
methods. The Consultants shall always act, in respect of any matter relating to this
Contract or to the Services, as faithful advisers to the Client, and shall at all times
9
support and safeguard the Client’s legitimate interests in any dealings with Sub-
consultants or third parties.
1.4.2 Conflict of interest
1.4.2.1 Consultants Not to Benefit from Commissions, Discounts, etc.: The remuneration of
the Consultants pursuant to relevant clauses hereof shall constitute the Consultant’s
sole remuneration in connection with this Contract or the Services, and the
Consultants shall not accept for their own benefit any trade commission, discount or
similar payment in connection with activities pursuant to this Contract or to the
Services or in the discharge of their obligations under the Contract, and the
Consultants shall use their best efforts to ensure that the Personnel, any Sub-
consultants and agents of either of them, similarly shall not receive any such
additional remuneration.
1.4.2.2 Consultants and Affiliates Not to Engage in Certain Activities: The Consultants agree
that, during the term of this Contract and after its termination, the Consultants and
their affiliates, as well as any Sub-consultant and any of its affiliates, shall be
disqualified from providing goods, works or services (other than the Services and any
continuation thereof) for any project resulting from or closely related to the Services
for the period of two years.
1.4.2.3 Prohibition of Conflicting Activities: Neither the Consultants nor their Sub-consultants
nor the Personnel shall engage, either directly or indirectly, in any of the following
activities:
a) during the term of this Contract, any business or professional activities which would
conflict with the activities assigned to them under this Contract; and
b) after the termination of this Contact, such other activities as may be specified in the
SC.
1.4.3 Confidentiality: The Consultants, their Sub-consultants, and the Personnel of either of
them shall not, either during the term or within two (2) years after the expiration of this
Contract, disclose any proprietary or confidential information relating to the Project, the
Services, this Contact or the Client’s business or operations without the prior written
consent of the Client.
1.4.4 Consultant’s Actions Requiring Client’s Prior Approval: The Consultants shall obtain
the Client’s prior approval in writing before taking any of the following actions:
a) entering into a subcontract for the performance of any part of the Services, it being
understood (i) that the selection of the Sub consultant and the terms and conditions of
the subcontract shall have been approved in writing by the Client prior to the execution
of the subcontract, (ii) that the Consultants shall remain fully liable for the performance
of the Services by the Sub consultant and its Personnel pursuant to this Contract, (iii)
that the extent of sub-contracting would be restricted to 30 (thirty) percent of the
contract price, and (iv) the Client will be provided by the Consultant with particulars
(name, financial& technical background, sub-consultancy fee) of the sub-consultant.
b) appointing such members of the Personnel, as are not mentioned in the Technical
Proposal, and
c) any other action that may be specified in the SC.
1.4.5 Reporting Obligations: The Consultants shall submit to the Client the reports and
documents specified in TOR, in the numbers, and within the periods set forth in this
contract.
10
1.4.6 Documents Prepared by the Consultants to be the Property of the Client: All plans,
drawings, specifications, designs, reports, other documents and software submitted by
the Consultants pursuant to this contract shall become and remain the property of the
Client, and the Consultants shall, not later than upon termination or expiration of this
Contract, deliver all such documents and software to the Client, together with a detailed
inventory thereof. The Consultants may retain a copy of such documents and software.
Restrictions about the future use of these documents and software, if any, shall be
specified in the SC.
1.4.7 Liability of the Consultants: Subject to additional provisions, if any, set forth in the SC,
the Consultants’ liability under this Contract shall be as provided by the Applicable
Law. In the event of any dispute whatsoever in between the consultant and the sub-
consultant, the Client shall not be liable in any manner for any liability.
1.4.8 Insurance to be taken out by the Consultants: The Consultants (i) shall take out and
maintain, and shall cause any Sub consultants to take out and maintain, at their (or the
Sub consultants’, as the case may be) own cost but on terms and conditions approved
by the Client, insurance against the risks, and for the coverages, as shall be specified
in the Special Conditions (SC), and (ii) within 15 (fifteen) days of receiving any
insurance policy certificate in respect of insurances required to be obtained and
maintained under this clause, the Consultant shall furnish to the Client, copies of such
policy certificates, copies of the insurance certificates and evidence that the insurance
premium have been paid in respect of such insurance. No insurance shall be
cancelled, modified or allowed to expire or lapse during the terms of this Contract. (iii)
if the Consultant fails to effect and keep in force the aforesaid insurances for which it
is responsible pursuant hereto, the Client will apart from having other recourse
available under this Contract have the option without prejudice to the obligations of the
Consultant, to take out the aforesaid insurance, to keep in force any such insurances,
and pay such premia and recover the costs thereof from the Consultants, and the
Consultants shall be liable to pay such amounts on demand by the Client. (iv) the
insurance policies so procured shall mention the Client as the beneficiary of the
Consultants and the Consultants shall procure an undertaking from the insurance
company in this regard.
1.5 Consultants’ personnel
1.5.1 Description of Personnel
1.5.1.1 The titles, agreed job descriptions, minimum qualifications and estimated periods of
engagement in the carrying out of the Services of the Consultants’ core team are
described in this contract. The core team are hereby approved by the Client. If
additional work is required beyond the scope of the Services specified in TOR, the
level of effort and/or staff assigned may be increased by agreement in writing
between the Client and the Consultants, provided that any such increase shall not,
except as otherwise agreed, cause payments under this Contract to exceed the
ceilings set forth in this Contract.
1.5.1.2 If required to comply with the provisions of this Contract, adjustments with respect to
level of effort, staff assignments, time may be made by the Consultants by written
notice to the Client, provided (i) that such adjustments shall not alter the originally
estimated period of engagement, scope, qualifications of team or deliverables and
(ii) that the aggregate of such adjustments shall not cause payments under this
Contract to exceed the ceilings set forth in this Contract. Any other such adjustments
shall only be made with the Client’s prior written approval.
1.5.2 Removal and/or Replacement of Key Personnel
1.5.2.1 The Client will not consider any substitution of Key Personnel except under
compelling circumstances beyond the control of the Consultant and the concerned
11
Key Personnel. If, for any reason beyond the reasonable control of the Consultants,
it becomes necessary to replace any of the Key Personnel, the Consultants shall
forthwith provide as a replacement a person of equivalent or better qualifications to
the satisfaction of the Authority. In case of a critical vacancy, the consultant shall
provide a temporary resource for no more than 6 (six) months. Without prejudice to
the foregoing, substitution of one Key Personnel shall be permitted subject to
reduction of remuneration equal to 10 (ten) percent of the total remuneration specified
for the Key Personnel who is proposed to be substituted. In case of a second
substitution, such reduction shall be equal to 20 (twenty) percent of the total
remuneration specified for the Key Personnel who is proposed to be substituted
1.5.2.2 If the Client finds that any of the Personnel have (i) committed serious misconduct or
has been charged with having committed a criminal action, or (ii) have reasonable
cause to be dissatisfied with the performance of any of the Personnel, then the
Consultants shall, at the Client’s written request specifying the grounds therefore,
forthwith provide as a replacement a person with qualifications and experience
acceptable to the Client.
1.5.2.3 Any of the Personnel provided as a replacement under clauses above, the rate of
remuneration applicable to such person as well as any reimbursable expenditures
(including expenditures due to the number of eligible dependents) the Consultants
may wish to claim as a result of such replacement, shall be subject to the prior written
approval by the Client. Except as the Client may otherwise agree, (i) the Consultants
shall bear all additional travel and other costs arising out of or incidental to any
removal and/or replacement, and (ii) the remuneration to be paid for any of the
Personnel provided as a replacement shall not exceed the remuneration which would
have been payable to the personnel replaced.
1.6 Obligations of the client
1.6.1 Assistance and Exemptions: Unless otherwise specified in the SC, the Client will use
its best efforts to ensure that the Government will provide the Consultants, Sub-
consultants and Personnel with work permits, if applicable and such other documents
as necessary to enable the Consultants, Sub consultants or Personnel to perform the
Services:
1.6.1.1 issue to officials, agents and representatives of the Government all such instructions
as may be necessary or appropriate for the prompt and effective implementation of
the Services;
1.6.2 Access to land: The Client warrants that the Consultants shall have, free of charge,
unimpeded access to all land in the Government’s country in respect of which access
is required for the performance of the Services.
1.7 Payments to the consultants
1.7.1 Payment terms: The Consultants total remuneration including out of pocket expenses
shall not exceed the Contract Price and shall be a fixed lump sum including all staff
costs, Sub-consultants’ costs, printing, communications, travel, accommodation, and
the like, and all other costs incurred by the Consultant in carrying out the Services. In
addition to these, any conditions mentioned in the SC shall also be applicable to this
contract. The Contract Price may only be increased, if the parties have agreed to
additional payments in accordance with relevant clauses hereof.
1.7.2 No payment shall become eligible for the next stage until the Consultant completes to
the satisfaction of the Client the work pertaining to the preceding stage.
1.7.3 Currency: The price is payable in local currency i.e. Indian Rupees.
12
1.7.4 Payment for Additional Services: For the purpose of determining the remuneration due
for additional services as may be agreed under relevant clauses for modification in this
contract.
1.8 Settlement of disputes
1.8.1 Amicable Settlement: The Parties shall use their best efforts to settle amicably all
disputes arising out of or in connection with this Contract or its interpretation.
1.8.2 Disputes Settlement: Any dispute between the Parties as to matters arising out of and
relating to this Contract that cannot be settled amicably within thirty (30) days after
receipt by one Party of the other Party’s request for such amicable settlement may be
submitted by either Party for settlement in accordance with the provision specified in
the SC.
1.9 Responsibility for accuracy of project documents
1.9.1 General
1.9.1.1 The Consultant shall be responsible for accuracy of the Designs, and all other details,
reports, deliverables, submissions prepared by him as part of these services. He shall
indemnify the client against any inaccuracy in the work, which might surface during
implementation of the project. The Consultant will also be responsible for correcting,
at his own cost and risk, if required during the execution of the Services.
1.10 Liquidated damages
If the selected Consultant fails to complete the Assignment, within the period specified
under the contract, the consultant shall pay to the Client, fixed and agreed liquidated
damages, and not as penalty, @ 1% of the contract fees for each week of delay or part
thereof. The aggregate maximum of liquidated damages payable to the Client under
this clause shall be subject to a maximum of 15% of the total contract fees.
1.11 Representation, warranties and disclaimer

1.11.1 The Consultant represents and warrants to the Client that:
1.11.1.1 it is duly organised, validly existing and in good standing under the applicable laws
of its Country;
1.11.1.2 it has full power and authority to execute, deliver and perform its obligations under
this Contract and to carry out the transactions contemplated hereby;
1.11.1.3 it has taken all necessary corporate and other action under Applicable Laws and its
constitutional documents to authorize the execution, delivery and performance of this
Contract;
1.11.1.4 it has the financial standing and capacity to undertake the Project;
1.11.1.5 this Contract constitutes its legal, valid and binding obligation enforceable against it
in accordance with the terms hereof;
1.11.1.6 it is subject to laws of India with respect to this Contract and it hereby expressly and
irrevocably waives any immunity in any jurisdiction in respect thereof;
1.11.1.7 there are no actions, suits, proceedings, or investigations pending or, to the
Consultant’s knowledge, threatened against it at law or in equity before any court or
before any other judicial, quasi judicial or other authority, the outcome of which may
result in the breach of or constitute a default of the Consultant under this Contract or
materially affect the discharge by the Consultant of its obligations under the Contract.
1.11.1.8 no representation or warranty by the Consultant contained herein or in any other
document furnished by it to the Client contains or will contain any untrue statement
13
of material fact or omits or will omit to state a material fact necessary to make such
representation or warranty not misleading; and
1.11.1.9 no sums, in cash or kind, have been paid or will be paid, by or on behalf of the
Consultant, to any person by way of fees, commission or otherwise for securing the
Contract or for influencing or attempting to influence any officer or employee of the
Client in connection therewith.
1.12 Miscellaneous
1.12.1 Assignment and Charges
1.12.1.1 The Contract shall not be assigned by the Consultant save and except with prior
consent in writing of the Client, which the Client will be entitled to decline without
assigning any reason whatsoever.
1.12.1.2 The Client is entitled to assign any rights, interests and obligations under this
Contract to third parties.
1.12.2 Indemnity: The Consultant agrees to indemnify and hold harmless the Client from and
against any and all claims, actions, proceedings, lawsuits, demands, losses, liabilities,
damages, fines or expenses (including interest, penalties, attorneys’ fees and other
costs of defence or investigation (i) related to or arising out of, whether directly or
indirectly, (a) the breach by the Consultant of any obligations specified in relevant
clauses hereof; (b) the alleged negligent, reckless or otherwise wrongful act or
omission of the Consultant including professional negligence or misconduct of any
nature whatsoever in relation to Services rendered to the Client; (c) any Services
related to or rendered pursuant to the Contract (collectively “Indemnified matter”). As
soon as reasonably practicable after the receipt by the Client of a notice of the
commencement of any action by a third party, the Client will notify the Consultant of
the commencement thereof; provided, however, that the omission so to notify shall not
relieve the Consultant from any liability which it may have to the Client or the third
party. The obligations to indemnify and hold harmless, or to contribute, with respect to
losses, claims, actions, damages and liabilities relating to the Indemnified Matter shall
survive until all claims for indemnification and/or contribution asserted shall survive
and until their final resolution thereof. The foregoing provisions are in addition to any
rights which the Client may have at common law, in equity or otherwise.
1.12.3 Governing Law and Jurisdiction: The Contract shall be construed and interpreted in
accordance with and governed by the Applicable Law of India and subject to relevant
clauses hereof and the SC, the Courts at New Delhi, India shall have exclusive
jurisdiction over all matters arising out of or relating to the Contract.
1.12.4 Waiver
1.12.4.1 Waiver by either Party of any default by the other Party in the observance and
performance of any provision of or obligations or under the Contract:
a) shall not operate or be construed as a waiver of any other or subsequent default hereof
or of other provisions or obligations under the Contract;
b) shall not be effective unless it is in writing and executed by a duly authorised

representative of such Party; and
c) shall not affect the validity or enforceability of the Contract in any manner.
1.12.4.2 Neither the failure by either Party to insist on any occasion upon the performance of
the terms, conditions and provisions of the Contract or any obligation hereunder nor
time or other indulgence granted by a Party to the other Party shall be treated or
deemed as waiver of such breach or acceptance or any variation or the
relinquishment of any such right hereunder.
14
1.12.5 Survival: Termination of the Contract (a) shall not relieve the Consultant or the Client
of any obligations hereunder which expressly or by implication survive Termination
hereof, and (b) except as otherwise provided in any provision of the Contract expressly
limiting the liability of either Party, shall not relieve either Party of any obligations or
liabilities for loss or damage to the other Party arising out of or caused by acts or
omissions of such Party prior to the effectiveness of such Termination or arising out of
such Termination.
1.12.6 Notices: Unless otherwise stated, notices to be given under the Contract including but
not limited to a notice of waiver of any term, breach of any term of the Contract and
termination of the Contract, shall be in writing and shall be given by hand delivery,
recognised international courier, mail, telex or facsimile transmission and delivered or
transmitted to the Parties at their respective addresses specified in the SC. The notices
shall be deemed to have been made or delivered (i) in the case of any communication
made by letter, when delivered by hand, by recognised international courier or by mail
(registered, return receipt requested) at that address and (ii) in the case of any
communication made by telex or facsimile, when transmitted properly addressed to
such telex number or facsimile number.
1.12.7 Severability: If for any reason whatever any provision of the Contract is or becomes
invalid, illegal or unenforceable or is declared by any court of competent jurisdiction or
any other instrumentality to be invalid, illegal or unenforceable, the validity, legality or
enforceability of the remaining provisions shall not be affected in any manner, and the
Parties will negotiate in good faith with a view to agreeing upon one or more provisions
which may be substituted for such invalid, unenforceable or illegal provisions, as nearly
as is practicable. Provided failure to agree upon any such provisions shall not be
subject to dispute resolution under the Contract or otherwise.
1.12.8 No Partnership: Nothing contained in the Contract shall be construed or interpreted as
constituting a partnership between the Parties. Neither Party shall have any authority
to bind the other in any manner whatsoever. Nothing in this contract shall be construed
to create an employment or agency relationship, partnership or joint venture between
the employees, agents, or sub-consultant of the consultants and the Client
1.12.9 Language: All notices required to be given under the Contract and all communications,
documentation and proceedings which are in any way relevant to the Contract shall be
in the language specified the SC.
1.12.10 Exclusion of Implied Warranties etc.: The Contract expressly excludes any
warranty, condition or other undertaking implied at law or by custom or otherwise
arising out of any other agreement between the Parties or any representation by any
Party not contained in the Contract.
1.12.11 Agreement to Override Other Agreements: The Contract supersedes all
previous agreements or arrangements between the Parties, including any
memorandum of understanding entered into in respect of the contents hereof and
represents the entire understanding between the Parties in relation thereto.
1.12.12 Counterparts: The Contract may be executed in two counterparts, each of
which when executed and delivered shall constitute an original of the Contract
15
III. Special Conditions of Contract
1.13 The Special Conditions of Contract

The Special Conditions (SC) of contract contains number of amendments and supplements to
clauses in the General Conditions of the Contract.
1.1.1 (f) The contract price payable in Indian Rupees is-------------------(Inclusive of GST)
1.1.1 (j) The Member in-charge is [name of consultant].
1.1.1 (n) Performance security: The Consultant shall prior to the Effective Date and as a
condition precedent to its entitlement to payment under this Contract, provide to the
Client a legal, valid and enforceable Performance Security in the form of an
unconditional and irrevocable bank guarantee as security for the performance by
the Consultant of its obligations under this Contract, in the form set out in this
contract, in an amount equal 3% (three) percent of the total cost of Financial
Proposal under this Assignment. The Performance Security shall be obtained from
a scheduled commercial Indian bank, in compliance with Applicable Laws. The
Performance Security shall be extended accordingly such that the Performance
Security remains valid until the expiry of a period of six (6) months from the date of
submission of the last deliverable under this Contract. The Client shall have the right
to claim under the Performance Security and appropriate the proceeds if any of the
following occur:
(a) the Consultant becomes liable to pay liquidated damages;
(b) occurrence of any of the events listed in sub-clauses (a) through (f) of
Clause 1.3.1 of the GCC;
(c ) any material breach of the terms hereof; and/or
1.1.3 The language is English.

1.1.4 The client address is [name, designation, telephone, facsimile, address].
1.1.4 The consultant address is [name, designation, telephone, facsimile, address].
1.1.6 The Authorized Representative for the client is [name, designation].
1.1.6 The Authorized Representative for the consultant is [name, designation].
1.1.7 For domestic consultants/personnel and foreign consultants/personnel who are
permanent residents in India The Consultants and the personnel shall pay the taxes,
duties, fees, levies/expenses and other impositions levied under the existing, amended
or enacted laws during life of this contract and the Client will perform such duties in
regard to the deduction of such tax as may be lawfully imposed. The Consultant will
be paid by CLIENT only service tax over and above the cost of Financial Proposal. All
other applicable taxes, levies, duties, etc., if any, shall be borne by Consultant.
1.2.1 The date on which this Contract will come into effect is [date].
1.2.1 The duration of assignment shall be 12 (twelve) months with option to extend with
mutual written agreement. During hand holding and assistance period no permanent
deployment of Key staff is required, however, they are expected to remain available
for meetings and discussions as and when called during the stated period.
1.4.1 Limitation of the Consultants’ Liability towards the Client
(a)Except in case of negligence or wilful misconduct on the part of the Consultants or
on the part of any person or firm acting on behalf of the Consultants in carrying out
16
the Services, the Consultants, with respect to damage caused by the Consultants to
the Client’s property, shall not be liable to the Client:
(i) for any indirect or consequential loss or damage; and
(ii) For any direct loss or damage that exceeds (i) the total payments for
Professional Fees and Reimbursable Expenditure made or expected to
be made to the Consultants hereunder, or (ii) the proceeds the
Consultants may be entitled to receive from any insurance maintained
by the consultants to cover such a liability, whichever of (i) or (ii) is
higher.
(b) This limitation of liability shall not affect the Consultants’ liability, if any, for damage
to Third Parties caused by the Consultants or any person or firm acting on behalf of
the Consultants in carrying out the Services.
1.4.8 Risks and coverage
(a) Third Party motor vehicle liability insurance as required under Motor Vehicles Act,
1988 in respect of motor vehicles operated in India by the Consultants or their
Personnel or any Sub consultants or their Personnel for the period of consultancy.
(b) Third Party liability insurance with a minimum coverage, for Rs.1,00,00,000/-
(Rupees one crore) for the period of consultancy.
(c)Professional Liability Insurance: Consultants will maintain at its expense,
Professional Liability Insurance including coverage for errors and omissions caused
by Consultant’s negligence, breach in the performance of its duties under this Contract
from an Insurance Company permitted to offer such policies in India, for a period of
five years beyond completion of Consultancy Services commencing from the Effective
Date, (i) For an amount not exceeding total payments for Professional Fees and
Reimbursable Expenditures made or expected to be made to the Consultants
hereunder or (ii) the proceeds, the Consultants may be entitled to receive from any
insurance maintained by the Consultants to cover such a liability, whichever of (i) or
(ii) is higher with a minimum coverage of [insert amount and currency]. The indemnity
limit in terms of “Any One Accident” (AOA) and “Aggregate limit on the policy period”
(AOP) should not be less than the amount stated in the contract. In case of joint venture
or ‘in association’, the policy should be in the name of joint venture / in association
entity and not by the individual partners of the joint venture/association.
(d)Employer’s liability and workers’ compensation insurance shall be in respect of the
Personnel of the Consultants and of any Sub consultant, in accordance with the
relevant revisions of the Applicable Law, as well as, with respect to such Personnel,
any such life, health, accident, travel or other insurance as may be appropriate; and all
insurances and policies should start from the date of commencement of services and
remain effective as per relevant requirements of contract agreement.
(e) Any other insurance that may be necessary to protect the Client, its employees and
its assets (against loss, damage or destruction, at replacement value) including rioting
and all Force Majeure Events that are insurable.
1.7 Consultancy fee will be paid in accordance with the following milestone based payment
schedule on submission and acceptance of report. The payments will be made in the
following manner after successful completion of milestone
End of Month Month Month Month Month Month Month Month Month Month Month
month Month 2 3 4 5 6 7 8 9 10 11 12
1
% 4% 4% 4% 4% 4% 4% 12% 12% 12% 12% 12% 16%
payment
17
of
contract
value
The relevant core staff of the consultant will be required to give a presentation to client
regarding the broad features of the deliverable before the submission of each deliverable
as per the delivery milestone. The comments of the client shall be incorporated in the
scheduled deliverable.
1.7.1 Payment shall be made within 45 days of receipt of the invoice and approval of the relevant
deliverables, and within 75 days in the case of the final payment, on achievement of
milestones.
1.8 Dispute settlement: If any dispute or difference of any kind whatsoever arises between the
parties in connection with or arising out of or relating to or under this RFQ cum RFP or
Contract, the parties shall promptly and in good faith negotiate with a view to its amicable
resolution and settlement. In the event no amicable resolution or settlement is reached
within a period of thirty (30) days from the date on which the above-mentioned dispute or
difference arose, such dispute or difference shall be finally settled by arbitration. The
arbitral tribunal shall consist of a sole arbitrator appointed by mutual agreement of the
parties. In case of failure of the parties to mutually agree on the name of a sole arbitrator,
the arbitral tribunal shall consist of three arbitrators. Each party shall appoint one arbitrator
and the two arbitrators so appointed shall jointly appoint the third arbitrator. The
seat/venue/place of arbitration shall be New Delhi and the arbitration shall be conducted
in the English language. The Arbitration and Conciliation Act, 1996 shall govern the
arbitral proceedings. The award rendered by the arbitral tribunal shall be final and binding
on the parties. The parties shall bear the cost of Arbitration unless the Arbitrator decides
otherwise. The existence of the dispute or the initiation or continuance of any arbitration
proceedings will not delay or postpone the performance/obligation of the Parties. The
Parties and the arbitrator shall maintain confidentiality and shall not disclose the
existence, content or result of any dispute without the prior written consent of the other
Party.
18

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File No.

: T-1601713812020-iGOT (Vol III)

Block 04, 3d Floor,

Old JNU Campus,

New Delhi- 1 10067

NOTICE IN\'ITING TENDER (NIT)

The mode ol tendering is online via (URL: http://eprocure.sov.in) in a two-bid system of a

Sl. No. Key Information Details

NIL. (However, the bidders need to submrt Bid

2 Release date of RFP l3th September,202l

23'd September, 2021before 13.00 hours at

24s September, 2021 at 11.00 houn

7 Date of opening ofFinancial bids To be intimated later.

8 Validitv of Bid 180 days from the date ofbid submission.

(ARUN KUMAR SINGH!

Department of Personnel & Training

RFQ cum RFP REF NO: T-16017/38/2020-iGOT (Vol III)

Director (DFFT & iGOT)

2. In case of a partnership firm, the

4. Where no natural person is

5. In case of a trust, the

Tender Reference T-16017/38/2020-iGOT (Vol III)

Department of Personnel & Training (Client)

Department of Personnel & Training (Client)

Defining and detailing a scalable process for FRAC

The method of selection is Combined Quality and Cost

RFQ cum RFP is available on the Central Public

Date of issue of RFQ cum RFP

Last date for Submission of

(Queries received after this time will not be accepted).

All the queries should be received on or before the

Pre-Bid Meeting and Venue 24th September, 2021 at 11.00 hours

Last Date and Time for

Opening of Technical Bids

Will be informed subsequently to eligible & technically

Address: Department of Personnel & Training

Need for a Competency Framework Approach

Salient Features of the Framework of Roles, Activities and Competencies

iGOT Karmayogi-the digital learning platform

Framework of Roles, Activities and Competencies including skills

Purpose of the RFQ cum RFP

Broadly, the FRACing process can be divided into three steps:

Key Steps of the FRAC Process

B. Operationalizing FRAC at Departments

C. Technical Codification of FRAC on iGOT Karmayogi

Technical Codification of FRAC in iGOT Karmayogi

6.1 Decoding and Modelling FRAC: Defining Components

Dictionary of Domain Competencies: A template for the Dictionary of Domain

iv. Develop documents, presentations and other related publications to support

1. Standard definition of FRAC

3. FRAC Knowledge Management Framework

1. Standard FRAC Toolkits/ SoPs, Questionnaire and Templates for FRAC at

1. FRS document for FRAC

6.4 Building Capacity for FRAC CoE and FRAC subunits

Summary of Key Deliverables:

Decoding and Modelling FRAC: Defining Components

1 Standard definition of FRAC T+0.5

Registries of Positions, Roles, Activities (base

3 competency based on existing job descriptions

Dictionary of Functional Competencies (base

Place: Place:

Date:___ Tender No. _

Dated on _ day of _______ (insert date of signing)