IMMEDIATE

No.T-16017/6/2023-TFA .
Government of India
Ministry of Personnel, Public Grievances and Pensions
Department of Personnel & Training
(Training Division)
*****

Old JNU Campus, New Delhi

Dated the 28^ July, 2023

OFFICE MEMORANDUM

Sub: Karmayogi Guidelines, 2023.

Th^ undersigned is directed to say that this Department is the nodal

agency of Government of India for matters related to training of Civil Servants.

2. The Civil Services play a central role in governance and its delivery of
public services. To equip the civil services with the right attitudes, skills,
knowledge and competencies aligned to the demands and expectations of a
rapidly growing economy and its aspirational citizens, Government of India
launched the National Programme for Civil Services Capacity Building
(NPCSCB) - Mission Karmayogi. The Mission Karmayogi aims at developing a
citizen-centric and future-ready civil service and through democratized and
competency-led capacity building, which encompasses in its scope a mandate
that unifies the efforts of structured, formal and service-based training through
Civil Service Training Institutions (CSTIs) with the on-demand digital training
through iGOT- Karmayogi platform.

3. To deliver on the vision of capacity building of Civil Servants, two key

institutions viz. Capacity Building Commission (CBC) and the Special Purpose
Vehicle (SPV) - Karmayogi Bharat were designated. The CBC has become fully
functional since June, 2021, while the SPV - Karmayogi Bharat has become
operational since August, 2022 and has been managing and maintaining the
iGOT platform. Further, the e-HRMS has been revamped and integrated with
iGOT platform.

4. It is envisaged that the institutional training interventions in '

complementarity with online capacity building interventions on iGOT would
facilitate the overall objective of shift from rule-based system to a role-based
Human Resource Management in Government. The National Training
approach, therefore, has to harmoniously blend and realign the role of various
CSTIs so as to fully complement the efforts of other pillars of Mission
Karmayogi.

(Contd...2/-)
 -2-

5. Therefore, these “Karmayogi Guidelines” (as per the Annexure) are being
issued to bring more clarity to the roles and responsibilities of various
stakeholders in the training and capacity building landscape, including that of
the institutions established under the Mission Karmayogi.
6. All the Ministries / Departments, including CSTIs and other
organizations functioning under their administrative control, are requested to
comply with these guidelines.

7. In so far as the State Governments are concerned, it is recommended

that they may formulate comprehensive guidelines for training and capacity
building of their employees, in consonance with these guidelines, to enable
achievement of citizen-centricity and effective public service delivery.

Enel: As above.

(B. Ginkhan Mahg)

Under Secretary to the Govt, of India

All Ministries/Departments
(As per the list enclosed)

Copy to

1. Lai Bahadur Shastri National Academy of Administration (LBSNAA),

Mussoorie, Uttarakhand.
2. Institute of Secretariat Training and Management (ISTM), New Delhi.
3. Indian Institute of Public Administration (IIPA), New Delhi.
4. Capacity Building Commission, Jawahar Vyapar Bhavan, Tolstoy Road,
New Delhi.
5. SPV - Karmayogi Bharat, II Floor, NDCC-II Building, Jai Singh Marg, New
Delhi
6. NIC, Training Division, DoPT - for uploading the OM on the Department’s
website.

Copy also to

All State / UT Governments (As per the standard list).

KARMAYOGI GUIDELINES, 2023

Government of India
Department of Personnel & Training
 KARMAYOGI GUIDELINES, 2023

1. Background
l.i. The Civil Services play a central role in governance and delivery of public services. Their
role ranges from steering formulation of public policies to devising and operating the
mechanisms that deliver on the ground to its citizens. Throughout their career, civil servants
contribute to the process of public policy formulation, implementation, monitoring, and
analysis. Hence, it is essential that they be equipped with the right attitudes, skills,
knowledge and competencies aligned to the demands and expectations of a rapidly growing
economy and its increasingly aspirational citizens.

1.2. To meet the above need, Government of India launched the National Programme for Civil
Services Capacity Building (NPCSCB) - Mission Karmayogi with a programmatic
approach with six identified pillars, viz.\

A. Policy Framework: A robust policy framework and an institutional structure for its
implementation in alignment with the national priorities.

B. Digital Learning Framework (iGOT Karmayogi i.e. Integrated Government Online

Training Karmayogi Platform): To provide anytime-anywhere learning opportunities for
all civil servants and to evolve into a vibrant and world class marketplace for content

modelled on Framework for Roles, Activities, and Competencies including skills (FRACs)
supported by a robust e-leaming content industry.

C. Competency Framework: Each Ministry/Department/Organization (MDO) to define the

FRACs and to integrate it with the iGOT Karmayogi Platform.

D. The electronic Human Resource Management System (‘e-HRMS’): To facilitate digital

working environment in Central Government.

E. Monitoring and Evaluation Framework: To enable the monitoring and evaluation of the
performances of all providers and users on the iGOT Karmayogi platform on Key
Performance Indicators framework.

F. Institutional Framework:

a) Prime Minister’s Public Human Resource Council (PMHRC) as the apex body for
driving and providing strategic direction to civil services reforms and capacity building;

b) Cabinet Secretariat Coordination Unit (CSCU) for monitoring the implementation of

NPCSCB;

c) Functional Institutions, i.e. Capacity Building Commission (CBC) and Special Purpose
Vehicle (SPV) - Karmayogi Bharat.

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1.3. The two key pillars of the Mission Karmayogi, designed to deliver on the vision of capacity
building of Civil Servants have already been operationalized. The CBC was constituted on
April 2021 and is fully functional since June 2021. It has facilitated preparation of Annual
Capacity Building Plans (ACBPs) for about 100 MDOs. The SPV- Karmayogi Bharat, which
became operational in August. 2022 is operating and maintaining the iGOT Karmayogi
platform. Already, the platform has around 18 lakhs individual learners registered. Currently,
it hosts 624 courses of 1237 hours duration. The e-HRMS has also been revamped with real
time integration with iGOT Karmayogi platform and enablement of coupling between the
employees' profiles with the feature of A1 based guidance on courses and competencies
suited to role and career progression.

Mission Karmayogi - Policy Perspective

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1.4. The Mission Karmayogi with its vision of citizen centric and future ready civil service and
with its approach of democratized competency-led capacity building encompasses in its
scope a mandate that unifies the efforts of both structured, formal and Service-based Training
through Civil Service Training Institutions (CSTls) and digital on-demand training through
iGOT Karmayogi platform.

1.5 The existing training paradigm focuses on the institution-ba sed training to a service specific
cohort (batch) in a structured Rule-based mode where training is mandated at defined
intervals and is driven by organization-based thinking. Beginning with induction for a
significantly longer period of time to mid-career training interventions, it is in physical
mode, where team building and promotion of esprii de corps, both across and within services
remains a major objective. These trainings are typically delivered through CSTls with a
strong focus on hands-on-training, developing the requisite domain knowledge, skills and
attitudes in its officials.

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 1.6
As distinct from class room or brick and mortar training, the capacity building efforts of
using e-learning resources [exclusively or partially (phygital)] through iGoT Karmayogi
platform follow a more democratic approach, agnostic to hierarchies or services and aim to
build strong knowledge base of employees in workplace related operations. iGOT
Karmayogi platform has been conceived and built as a solution space;
a) To provide for systems that continually tap on demand for competencies identified by
MDOs in their ACBPs to identify requirements of learning resources;
b) To create mechanisms for assessment of competencies possessed by individual
employees; and
c) To ensure availability of quality content, in the form of online courses and modules, for
filling the gap in required competencies.

The competencies can be acquired as mandated or, alternatively, according to the interest
and inclination of individual employees. With online assessments, iGOT Karmayogi
platform will also provide an agile system of real time assessed capacities within
Government ecosystem. This can be matched wherever requirement of such competencies
is raised by MDOs at any time or through their ACBPs. At the same time, the development
of capacity of CSTIs to be able to serve as an important player in training of Civil Servants
would continue to be guided and supported by the administrative Ministries, DoPT as well
as CBC in an integrated framework.

1.7 These guidelines, inter-alia, align to two components:

a) Accreditation Framework for CSTIs; and
b) Integration with competency-based systems of iGOT Karmayogi platform.

They aim to drive a unified system of delivery and assessment of individual capacities for
career progression as also systemic enhancement for overall achievement of Mission
Outcomes. It is envisaged that the institutional training interventions in complementarity
with online capacity building interventions on iGOT Karmayogi platform would facilitate
the overall objective of shift from rule-based system to a role-based Human Resource
Management in Government.

1.8 The National Training approach, therefore, has to harmoniously blend and realign the role
of various CSTIs so as to fully complement the efforts of other pillars of Mission Karmayogi.
It is also acknowledged that there is a large pool of resources in MDOs, which is not part of
any organized civil services. As the training and capacity building of these resources will
directly or indirectly contribute to the performance of the organization, therefore, there is a
need to include this resource pool in the fold of the Training and Capacity Building
framework.

1.9 These guidelines are being framed in consultation with CBC, SPY, and after factoring in
the suggestions and recommendations of MDOs, CSTIs, States and their CSTIs, shared
during the National Training Conclave 2023. These guidelines shall steer the efforts of all
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 stakeholders including the MDOs in their operation and conduct of Capacity Building,
through their own CSTIs or any other Institutes, for training and development of their cadres
and all other employees, across all levels.

2. Karmayogi Objectives

2.1 In line with the broader vision for the Civil Services, the aim of these guidelines is to align
efforts of all stakeholders to create a civil service that is creative and constructive,
imaginative and innovative, proactive and polite, professional and progressive, energetic
and enabling, efficient and effective, and transparent and tech-enabled.
2.2 Objectives of these guidelines are to:
(i) Develop civil servants equipped with fit-for-future knowledge, skills and attitude yet
fully entrenched in the ethos of Indian culture, to deliver on national priorities with the
spirit ofJan bhagidari.
(ii) Align elements of training with broader elements of capacity building, in consultation
with CBC and SPV - Karmayogi Bharat, aimed at evolving a unified system of
assessment and evaluation of individual 'capacities.
(iii) Bring out the role the Ministries/Departments have to play with respect to planning,
implementation, assessment and reviewing of training for all employees for responsive
and efficient service delivery.
(iv) Facilitate CSTIs to chart and implement their capacities in the spirit of the
Accreditation Framework to develop at par with global standards.
(V) Enable the CSTIs to become an effective implementation arm for National Capacity
Building Plan (NCBP) and self-reliant, to dynamically evolve & deliver on outcomes.
(Vi) Develop ability to deliver whole of government and organization-specific learning and
development strategies.
(vii) Define role of training and CSTIs with reference to CBC, SPV - Karmayogi Bharat,
MDOs and States that seek to collaborate and contribute to the Mission Karmayogi as
a whole.

3. Role of various Stakeholders

3.1 The role of each of the stakeholders under these guidelines shall be as follows:

Ia.'" Role of Civil S^ice Jraining Invitations

The CSTIs play a pivotal role in developing competencies in Government and are, therefore,
at the heart of the training ecosystem. They will continue to be the nodal points for training of
civil servants. In this capacity, these guidelines do not confine their roles only to plan, design

4
 and deliver the content but also to play an active role in assessment of training needs as well
as in evaluation of training.

The CSTIs shall:

1.
Accreditation: Register on the digital platform and be guided by the National Standards
for Civil Service Training Institutions (NSCSTI) developed by CBC and strive for
enhancing their quality/standards.

11.
Training Institution’s Capacity Building: Prepare their own Capacity Building road map
for continuously improving their institutional quality and capacity - both physical as well
as training infrastructure, in alignment with standards and guidelines by CBC.

111.
Centre of Excellence: Strive to develop Centre(s) of Excellence (CoE) in niche
domain/specialized areas to become think tanks for policy formulation, implementation
and monitoring with ability to provide on demand research/consul tancy services to
Ministries/Departments. These CoEs are to be identified and certified in consultation with
the CBC and shall be required to achieve at least 4-star rating as per NSCSTI standards.
The COEs shall endeavour to serve the larger training and capacity building ecosystem.

IV.
Faculty Development:
(a) Strive to have a diverse mix of regular trainers, trainers on deputation and external
trainers, academicians and practitioners as faculty members to ensure availability
of experienced faculty;
(b) Create robust mechanisms for selection, training, tenure and incentive structure for
faculty;
(c) Ensure that the Honorarium for visiting faculty/resource persons for training and
content creation is reasonable and competitive;
(d) Chalk out a Faculty Development Plan with focus on trainer development and core
specialization. This may also include providing exposure to best practices of both
domestic as well as international training institutions; and
(e) Encourage in-house faculty to
(i) Acquire skillset to transform their knowledge and training content into e-
content; and
(ii) Act as facilitators for imbibing citizen-centric service delivery mindset amongst
the learners.

V.
Curriculum and Content Development:
(a) Revise their current course curriculum as per needs assessed both for their specific
cadre units as well as all other non-cadre resources regardless of the source/mode
of appointment so as to equip them to deliver on the roles assigned to all these

5
 resources. The curriculum should emphasize whole of government approach and
trust building between the civil servant and the citizen;
(b) Identify and create resource pool for continuous content creation and its updation
independently or in partnership with academia, training experts, retired officers,
domestic / global institutions, and private players like training content agencies,
instruction designing agencies etc.; and
(c) Undertake regular review and ensure compliance with standards and guidelines by
CBC relating to course design, curriculum, content, assessments etc.

VI. CBP development: Provide Competency Building Products (CBPs) in response to demand
expressed by MDOs in their ACBPs through a right mix of experiential, online and class
room mode of CBP delivery. Conduct periodic training need analysis to identify the most
relevant content and contextualization for the CBPs.

Vll. Digitalize existing Course content into e-content by developing and utilizing in-house
capabilities/digital infrastructure or through engagement of academic institutions/ private
content development agencies/ subject matter experts.

Vlll. Endeavor that the CBPs are in conformity with the accessibility standards and the
language preference of the learners of all cohorts, Indian ethos, culture and principles of
diversity and inclusivity. The Content Quality Framework, addressing these issues, to be
brought out by the SPV- Karmayogi Bharat in consultation with CBC, shall be used for
this purpose.

IX. Provide structured, classroom based, formal induction and in-service (mid-career)
training to cadres towards the specific purpose for which they have been established.

X.
Support the MDOs in developing and implementing the Cadre Training Plans (CTPs) and
ACBPs.

XI.
Publish their Training Calendars and details of Trainers / Faculty Members / Subject
Matter Experts on the iGoT Karmayogi platform.

xn. Share faculty time, content, curriculum, case studies, course material, monographs,
etc. as well as physical infrastructure with other CSTIs, to the maximum extent possible
for optimization of resources.

Xlll. Collaborate with other Institutions, Universities, Research Institutions, especially

leading domestic and international institutions in domain specific fields, training experts,
etc. to bring best in class immersive experiential learning content, faculty, research,
learning resources to the classrooms, preferably on a reciprocal basis.

6
 XIV.
Ensure availability of learning resources at the last mile by following a hub and spoke
model. The leading CSTIs shall support the spokes in terms of training of trainers, training
content, faculty, mobilization of resources etc.

XV. Keep track of the latest national/international trends in the context of training and
customize them in Indian context.

XVI.
Develop market interface, where MDOs deem appropriate, by offering training
programmes/courses to Civil Servants across the Government of India and State
Governments as well as other entities in open market. Thus, the CSTIs shall strive to
become competitive in terms of producing quality course content for classroom/ online
delivery and achieve financial self-reliance. Governance structure of lead CSTIs is key to
enabling CSTIs to develop high quality market competitive training content and pedagogy.
CSTIs may also consider the recommendations of CBC - such as the model followed by
some CSTIs for self-reliance through retention of the course fees of their training
programmes and its utilization for faculty training, maintenance of LMS, etc.

xvii. Put in place a mechanism for conducting impact assessment of the training programmes
and strive to improve the quality of future programmes for better impact. Impact evaluation
reports shall be uploaded by CSTIs on their website and shared with the CBC.

XVlll.
Assist MDOs in designing process of evaluation of training to assess improvement in
performance through peer and supervisory feedback etc. and develop programs for up-
skilling and re-skilling of the officials resulting into better outcomes.

XIX.
Align its policies and implementation with the standards and guidelines issued by
CBC on methodologies for Training Needs Assessment, Faculty Development
Programmes, Phygital Capacity Building, Impact Assessment of Training, Governance
Reforms and Shared Learning Resources for improving result-based, role-oriented training
in the evolving ecosystem.

XX. Participate in the integrated ecosystem of CSTIs by adhering to the Standard Operating
Procedures (SOPs) developed by Karmayogi Bharat SPV on, inter alia, the following:

(a) Data sharing with different stakeholders;

(b) Methods to capture data on all courses attended by each officer through APIs/other
means;
(c) Migration from /Integration of each LMS to iGoT Karmayogi platform; and
(d) Annual Content and PIAA (Proctored Independent Authorized Assessment) partners
conference/workshop.

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XXI. Develop an internal Governance model that is in alignment with the vision of these

guidelines for effective administration of the Institute.

The MDO may apply these recommendations for their oversight of the CSTIs under their
administrative control.

IB. Role of Ministries/Departments

The Ministries/Departments/ Other Organizations (MDOs) shall-

1.
Annual Capacity Building Plans: Prepare ACBPs with the facilitation of Capacity
Building Commission, as feasible. These ACBPs should bring out the institutional as well
as individual competency gaps and the interventions - training (domain, functional and
behavioural training) as well as other capacity building (mandated/recommended/ self -
driven learning on iGOT Karmayogi platform etc.) - required to fill these gaps in a
timebound manner. The ACBP may be suitably updated every year and reviewed &
modified every three years.

11.
Cadre Training Plans: Develop Cadre Training Plans for the cadres being administered
by the MDO, based on the national priorities, vision for the MDOs, defined purpose of the
cadres, competency requirements and training trends, so that there is a clear scheme for
development of a fit for purpose cadre while also defining the mandatory components. The
Cadre training plan shall be linked with the training component in the ACBPs of MDOs.

111.
Develop cadre training, with an aim of‘training for transformation’, including, inter alia,
(a) Mandatory Induction, training for all with components that develop ethics, citizen
centricity and service delivery excellence besides the rule/role-based competencies
to enable civil servants to be forward looking in thought process yet strongly rooted
in Indian culture and ethos,

(b) Mandatory mid-career training with same-service cohorts and combined

programmes amongst Services with enough flexibility to cater to the different

rule/role-based competency requirements of different civil servants with emphasis
on development of competencies for fulfilling institutional responsibilities and
team building within and across Services,
(c) Exposure Visits: Exposure visits to be undertaken, as part of cadre training
programmes, for adoption of best practices.

IV.
Review the Cadre Training Plans once in every three years in order to align the same
with the national priorities. All citizen-facing services should be benchmarked by customer
satisfaction surveys. There should be emphasis on behavioral and domain training in order
to improve service delivery. Impact may be assessed through independent third party by
assessing citizen satisfaction against initial benchmarking.

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 V.
For all non-cadre /service specific resources, including temporary hires, etc., there shall be
a component of at least one-week onsite Induction Training to be anchored by CSTIs which
will be specifically identified for the purpose. This will be in addition to mandatory online
Induction modules notified by DOPT or the MDOs from time to time.

VI.
Develop a mandatory immersion programme (know your ministry) for all new inductees
as well as institutionalize programmes which take place regularly throughout the year for
the benefit of all employees.

Vll.
Provide mentoring support in their training and capacity building plans to mentor in-
service officers.

Vlll.
Collaboration: Develop training collaborations independently or through CSTIs
preferably on reciprocal basis with global and domestic partners for both onsite and online
delivery of courses and modules, sharing of learning resources and best practices. These
training interventions may be short-term/long-term, in specialized domain and functional
areas, to address the competencies identified under the ACBPs. Such collaborations may
also include study tours, team building exercises, exposure visits and training on projects
and programmes. Nomination of civil servants for these specialized training may be based
on foreseeable Roles and the desired competencies. Post training utilization plan may also
be inbuilt in the selection of officers for such training.

IX. Establish Two-way Institutional communication with CSTIs for effective

implementation of capacity building priorities of the Ministry/ Department, and obtain

feedback from the CSTIs on the impact of training interventions.

X. Oversee functional performance of the CSTIs under their administrative control,

including,

(a) Providing financial support to .CSTIs, linking the same to performance on

accreditation standards. Funds may be provided for developing state of the art
physical and digital infrastructure, including for achieving accreditation milestones
set under the CBC guidelines and standards, through schemes/projects designed for
the purpose.

(b) Funding, supervision and monitoring of the operationalization and implementation

of the CSTIs’ Capacity Building Roadmap.

(c) Nurturing the CSTIs as Centers of Excellence in specialized/ domain-specific areas

in which they have a unique standing, by providing guidance and funding.

9
 (d) Encouraging and facilitating the CSTIs to strive to achieve financial self-reliance.

(e) Conducting quarterly review of trainings conducted and their impact on performance
of civil servants as per CBC guidelines.

(0 Encouraging training being complemented with e-content available on iGoT

Karmayogi platform for capacity building to bridge the gaps identified in the ACBP
of the MDO.

(g) Undertaking review and rationalization of CSTIs in terms of their physical as well as
training infrastructure (faculty, training capabilities, etc.).

(h) Supporting the CSTIs by maintaining a registry of trainers/ faculty members who can
be considered for deployment in the CSTIs under it.

(i) Providing adequate resources for development of CBPs on flagship programmes/

projects, domain/sectoral competencies for which the MDO is nodal agency,
including state of the art e-content, infrastructure. Faculty, etc.

XI.
Encourage a culture of‘learning from each-others’ experience’ amongst the CSTIs.
xn.
Ensure linkage of performance appraisal of the employees as well as the reporting officers
with the identification of learning path and attainment of competencies by the employees
as reflected in the iGOT competency pass book.

Xlll.
Link training and development of competencies of civil servants (with assessments which
could include proctored assessments, as per need) to their career progression, by way of
mandating minimum annual competencies to be gained on iGOT Karmayogi platform.
Range of such competencies for all levels shall be notified by DoPT in consultation vyith
CBC from time to time.

XIV. Ensure mapping of officers with consistent performance and matching competencies with
matching roles and positions.
XV. Ensure capacity building of all resources by enabling them to participate in the
training/capacity building activities as stipulated in the capacity building plans and the
cadre training plans.
XVI. Report on a quarterly basis the progress of its ACBP and the extent of achievement against
the same to DoPT for review by CSCU.

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C. RoleofDOPT:

The DoPT, with the aim to align civil service Human Resource(HR) policies with global best
practices, shall anchor and steer all efforts for assessment of needs and avenues for civil service
capacity building reforms. It shall be responsible for the following:

i. Align Training and Capacity Building based on the guidelines and standards brought out
by the Capacity Building Commission from time to time, in terms of both Training and
non-Training interventions.

ii. Monitor and supervise implementation of the Training Policy and its guidelines and the
Mission Karmayogi.

iii. Formulate necessary framework for administrative and financial management of the
policy and guidelines, wherever required, in consultation with Ministries and Departments.

IV.
Assist the CSCU, PMHRC and monitor and supervise performance outcomes as defined
in the mandate for both CBC as well as the SPV Karmayogi Bharat in Mission Karmayogi.

V. Facilitate upgradation of physical/digital and other infrastructure requirements of

Central/State CSTIs, including for getting accreditation under the CBC guidelines,
development of CoEs-in domain/ specialized areas, content development, etc. through
suitably designed schemes to supplement/ complement the efforts of other MDOs.

vi. Facilitate and support, through appropriate scheme (s),

(a) Trainer/Faculty development by the CSTIs inter-alia including exposure to
domestic/global best practices.

(b) Trainer Development Programmes and with such modification as may be required.

(C) Training of Government officials at the cutting-edge level in the Central / State
Governments delivering public services, in line with the spirit of participative
governance.

(d) Specialized training/ workshops/ seminars/ conferences for civil servants,

academicians, practitioners, etc. in contemporary and emerging areas, etc.

(e) Training of employees based on priorities of the aspirational Districts/ Blocks.

(f) Development of a robust knowledge management system for CSTIs.

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vii. Analyse Key Performance Indicators produced by the monitoring and evaluation
dashboard of iGoT Karmayogi platform and Civil Services Report and put in place a policy
framework for civil service performance management.

viii. Facilitate long-term and short-term training interventions in collaboration with

institutions of national and international repute to address the competency requirement as
identified in the NCBP in consonance with the national priority areas.

IX. Put in place guidelines for an incentive mechanism for the CSTIs, such as release of
grants for training courses to CSTIs based on impact assessment of the courses or a
differential release of grant on the basis of the Institute’s level (1-5) on NSCSTI’s Impact
Evaluation parameter in consultation with CBC.

X. Integrate eHRMS with iGOT Karmayogi platform for ensuring updated real time
competency profiles of all resources and its mapping to demands for human resources
raised by MDOs from time to time.

XI. Enable development of a credit-based competency development model, wherein there

is a mix of credits for level-specific courses (common and mandatory components) and
role specific courses (including on demand components).

s. Role of Capacity Building Commission

The CBC has a pivotal role to play in the capacity building ecosystem. It spearheads various
initiatives for capacity building by laying down various standards and guidelines related to
accreditation, competency framework, etc., besides, the mandate as laid down in the ’Mission
Karmayogi, as below:

i. Facilitate preparation of ACBPs of MDOs, monitor and report the progress of their
implementation periodically.

ii. Recommend standards for CSTIs for purposes of adherence to and achievements of
Annual Capacity Building Plans and facilitate an eco-system of shared learning resources
including shared internal & external faculty.

iii. Coordinate with MDOs to evolve a harmonious de-siloed approach to improve capacity
and build shared resources.

IV. Make recommendations on standardization of training and capacity building,

pedagogy and methodology etc. \

V. Prepare Annual HR Report on the Civil Services along with targets and’achievements.
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 vi. Undertake analysis of data emit from iGOT Karmayogi platform pertaining to
different aspects of capacity building, content creation, competency mapping, feedback etc.

vii. Make recommendations on policy interventions in areas of personnel / HR and Capacity

Building to DoPT.

E.
Role of SPV - Karmayogi Bharat; i

The SPV shall have the responsibility for owning, managing, maintaining and improving the
digital assets i.e. iGoT Karmayogi digital/e-learning platform and, inter alia, provide the following
key services to enable capacity building of civil servants:-

i. Operationalize a sustainable digital.platform and infrastructure.

ii. Collaborate with Training Institutions, academia, private sector institutions etc. for
content curation.

iii. Create employee-wise competency passbook based on training (s) undergone and other '
capacity building courses completed, etc. and make the same available to the MDOs, Cadre
Controlling Authorities on demand. The passbook shall reflect, in respect of each
employee, their existing as well as required competencies, the activities associated with
their current/future roles, so that they will be able to plot a clear learning path based on
their self-learning aspirations or Departmental mandate.

IV.
Create a system for mapping the competency needs from the Competency Framework
and ACBPs.

V. Facilitate digitization and digitalization of assets at CSTIs/MDOs and create Registry of

Employees (Learners), Subject Matter Experts (SMEs), Training infrastructure. Training
courses. Digital Content repository, certified or accredited Trainers/Faculty members and
Training Calendars with the guidance of CBC.

vi. Create a common knowledge repository, in terms of guidelines to be laid down by CBC,
to ensure availability of world class learning material to all the learning facilitators and
trainees at various training institutions across the nation.

vii. Develop Standard Operating Procedure for onboarding of Content by the MDO, CSTIs
or iGOT Karmayogi platform, a Content Quality Framework and a system to generate and
display the impact scores of the content.

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viii. Devise an assessment framework consisting of course based assessments,
self/peer/reporting officer/subordinate officer generated assessments, proctored
independent authorized assessments of observable competencies.

IX. Devise a framework for Learner Scores of individual employees, taking into account the
details of the competency types, time spent on learning, number of certificates etc. to
determine an individual’s eligibility for focused training programmes like short/long term
domestic/foreign training programmes.

X. Develop the Karmayogi Dashboard for enabling, inter alia, -

(a) Insights to drive decision making
(b) Seamless access to required information
(c) Key Performance Indicators for all Departments and their relative rankings on
different parameters such as competency-role linkages, contents, courses,
assessments and progress made by the CSTIs in terms of their role envisaged in the
Karmayogi Guidelines.

xi. Co-create tools for measuring ecosystem effectiveness in consultation with CBC and
other stakeholders, which may include:
(a) Incentives for learner engagement and contribution.
(b) iGOT Karmayogi Scores, i.e., effectiveness scores, for' various ecosystem
partners like Learners, MDOs, Course Providers, PIAA (Proctored Independent
Authorised Assessments) providers etc.
(c) User experience research and audit to drive engagement on the platform.

All these Institutions will work in close collaboration with each other under the aegis of these
guidelines.

(4 Funding:

4.1 Each MDO shall strive to provide and earmark adequate funds, commensurate with the
funding requirements for fulfilling the charter of responsibilities as identified in these
guidelines.

4.2 They shall provide adequate financial support to CSTIs keeping in view requirements of
their accreditation, pursuance of Institutes’ capacity building roadmap and also contribution
to the overall Training and Capacity Building ecosystem through content, training
infrastructure, trainers / faculty resources, etc.

4.3 The MDOs shall support the funding requirements for iGoT Karmayogi platform through
the mandatory Subscription-based Revenue Model to be conveyed by DoPT.

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5. Monitoring & Evaluation

5.1 Monitoring and Evaluation of Training and Capacity Building efforts will be enabled
through data emits from the iGoT Karmayogi platform for all MDOs, CSTIs, etc.,

5.2 By design, the digital platform will emit data continuously and in real time, which will
provide all stakeholders with a single source of truth, through dashboards (including KPIs),
reflecting the status at every civil servant level, organization level and entire Government
level and minimize information asymmetry in the ecosystem.

5.3 The same sources of data shall feed into operationalization of the National Dashboard,
Annual State of the Civil Services Report, MDO-wise dash boards, Supervisory Officer-
level dashboards, etc.

5.4 This will enable data-driven decisions for policy interventions, training and personnel
management, monitoring of progress, transparency and accountability in the entire
ecosystem.

Progress on various initiatives for training and capacity building shall be monitored by the Prime
Minister’s Public Human Resource Council and Cabinet Secretariat Coordination Unit.

6. Training and Capacity Building in States:

It is recommended that each State may formulate comprehensive guidelines for training and
capacity building in consonance with these guidelines to enable achievement of citizen-centricity
and effective public service delivery. The State CSTIs shall play a lead role in implementation of
the state’s policy. DoPT will continue to provide support to States and their CSTIs in this regard.

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