16th JOINT MEETING OF THE TASK FORCES ON

CIVIL SERVICE REFORMS AND AUSTERITY&RESTRUCTURING OF GOVERNMENT

Date: Friday, 17th January, 2020
Time: 10.00 a.m. to 05.00 p.m
Venue:: Prime Minister’s Office, Islamabad.
The following agenda items will be discussed:-
S.No. Agenda Points Action by Proposed Timing Presented By
Establishment Division to present a detailed
Up-gradation of
proposal for up-gradation
Establishment Division into
of Establishment Division into a Human Resource
a Human Resource
Management Division for the entire federal
Management Division
government.
Establishment Division to present a
Discussion on draft of comprehensive proposal for the revision of all Secretary / Additional
Government Servants rules governing the performance and conduct of Secretary
1. (10.00 a.m. –1200 noon)
Efficiency and Discipline Civil Servants including Government Servants Establishment
Rules, 2019 (Efficiency and Discipline) Rules, 1973 and the Division
Government Servants (Conduct) Rules 1964.
Progress / Update on Establishment Division to share the updated status
implementation of Cabinet on the implementation of Cabinet decisions on
decisions on Training and Training and Performance Management of Civil
Performance Management of Servants with the Chair and Task force Members.
Civil Servants.
Presentation on Performance Performance Management and Reform Unit of KP
Management and Reform Government to give presentation and share their Deputy Coordinator
2. (12.00 p.m. to 12.30 p.m.)
Unit experience with the Chair and the Task Force (PMRU)
members
Mr. Shahbahat, CEO ( NITB) to give presentation
(12.30 p.m. to 01.00 p.m)
3. E-Government and share a detailed progress review on E- CEO, NITB
Government
01.00 p.m. to 02.30 p.m. – Lunch & Prayers
Public Financial Management Ministry of Finance to give a detailed progress Additional Secretary,
4.
( PFM) Law review on the implementation of PFM law (02.30 p.m. to 03.00 p.m.)
Finance Division
School Education Department of Punjab
E-Transfer of School Teachers Government to give presentation on E- transfer of
5. (03.00 p.m. to 03.30 p.m)
in Punjab school teachers and share their experience with
the Chair and the Task Force Members
Transformation Roadmap
Establishment Human Resource Division

January 17, 2020

Roadmap Overview

Mapping the Journey:

1 Transformation Blueprint

Ensuring Ownership:
2 Consultations & Decisions

Executing the Plan:

3 Pilot & Scale-up

Adaptive Learning:
4 Continuous Redesign &
Deployment
 ⇨ Vision & Objectives

⇨ Discovery
Mapping the Journey:
1 Transformation Blueprint
As-Is Mapping & Documentation of Org
Structures, HR Functions and Processes
within Establishment and other
divisions/dept
Ensuring Ownership:
2 Consultations & Decisions ⇨ Design
Future-State roles and responsibilities
between HRD and line divisions; strategic HR
Executing the Plan:
3 Pilot & Scale-up
architecture; functional and process
mapping; structures and institutional
linkages; functional enrichment, process re-
eng
Adaptive Learning:
4 Continuous Redesign & ⇨ Plan
Deployment Work Plan for implementation: requirements,
approvals, governance structure, resources,
timelines, phasing, risk mitigation, change
 Mapping the Journey:
1 Transformation Blueprint
Ensuring Ownership:
2 Consultations & Decisions
Executing the Plan:
3 Pilot & Scale-up
⇨ Engagement
Active collaboration and coordination with
line ministries for inputs and consolidation of
future-state processes
⇨ Buy-in
Re-design, changes and tweaks to
incorporate inputs and ensure institutional
alignment

⇨ Approvals & Mandate

Adaptive Learning: Formal authorization, approval, notifications
4 Continuous Redesign & and official protocols for initiating
Deployment implementation
 ⇨ Pilot
Mapping the Journey: Implementation activities in Establishment +
1 Transformation Blueprint 2 Divisions for active learning, insights and
recommendations for scale-up

Ensuring Ownership: ⇨ Scale-up

2 Consultations & Decisions Adaptation to incorporate learnings and
scale-up to other divisions

Executing the Plan: ⇨ Monitoring & Tracking

3 Pilot & Scale-up
Adaptive Learning:
4 Continuous Redesign &
Deployment
Proactive project management to ensure an
adaptive and iterative delivery approach
with regular reporting back to Task
Force/Steering Group on
challenges/bottlenecks.
Following an escalation matrix to ensure
timely implementation
 Mapping the Journey: ⇨ Proactive line ministerial engagement
1 Transformation Blueprint during and post-implementation

⇨ Understanding user experience and

Ensuring Ownership:
2 Consultations & Decisions
optimization opportunities

⇨ Continuous business process

Executing the Plan: improvement
3 Pilot & Scale-up
⇨ Identify innovations and best
practices to inform peer learning
Adaptive Learning: among line ministries
4 Continuous Redesign &
Deployment ⇨ Evolve HR practices to bring depth
and richness to functions and
processes
Technology Enablement

Parallel stream for powering the HRD and line ministries with digital efficiency
& synergies

Ensure alignment of technology roadmap with the strategic objectives and

overall transformation plan

Understand and Design systems Evaluate options Integrate

map past, for effectiveness and decide technology
existing and and alignment course of action roadmap with
planned systems; with blueprint
incorporate transformation
learnings plan
Immediate Next Steps

⇨ Formation of a cross-functional team (CFT) – Establishment, NITB, PIFRA

⇨ Formation of project steering group – weekly email updates; fortnightly

review meeting

⇨ Formal notification/authorization for technology exploration and access to

documents and systems

⇨ Formation of technology committee for evaluation and decisions

⇨ As-Is mapping of functions and processes to feed into Transformation

Blueprint
Thank You
Back-up Slides
objectives

Enable Establishment Division to perform its mandated functions effectively and efficiently
for its current and expanded role as the Human Resource Division for the Federal
Government
what will be needed

Processes

Systems

Data

Decision Making

Tech . People
context

e-Enablement project (~15 modules) developed but never deployed fully; PER component of CP
module operational only – vendor dispute (EGD)

e-Office Replication project (5 core modules under a central GRP system); IC module active and in
use with basic functionality (NITB)

Internal Communication (e-Filing) – 31 ministries + 49 depts

Human Resource Management
Finance
Planning
Inventory

SRS approved by owner divisions for remaining modules (?)

Vendor dispute (based on an unrelated project); Source Code not yet available; transfer of
knowledge and institutional memory at vendor end – legal options may have to be explored

~8 months for completion after addl funding (PKR 180mn / PKR 619mn); dispute settlement is a
preferred pre-requisite – 41 people housed at NITB to support e-Office
context

Establishment has developed in-house applications/utilities to support and manage core operations
as an interim measure;

Employee Profiles Directory

Individual Career Planning Charts
Transfer / Posting Updates

Applications developed by IT team; no formal documentation available as yet but can be developed
to be done

1. functional universe – all wings and functions (existing + expanded role)

2. business process mapping – internal and external processes (activity, unit, time, documents,
rules ....); flow charts and visual depiction

3. formalization of transformation scope; develop concept note/project outline (includes BPR) +

notifications

4. formation of a tech committee (CFT) for evaluating options

5. decision on technology / system

6. development of project blueprint (scope, budget, resources) and detailed work plan

7. implementation and monitoring

role of Establishment

owner of rules & processes

custodian of all employee data

active (controlling/managing the process) vs passive (having visibility) – matrix of functions under
ROB

direct decision making vs advice on decisions – groups and functions

centralized vs decentralized – groups and functions

approach

internal transformation within Establishment of all functions and processes (vertical); export to other
ministries once Establishment is done

• visibility and learning from integrated processes, development and implementation

• informed planning and risk mitigation when scaling-up
• synergies in technology development, deployment (case: e-office)
• may require change requests on a frequent basis

OR

function and process transformation done across all ministries in parallel (lateral); functions will be
mapped and implemented side by side in phases

• prioritization and quick wins

• iterative learning from the complete universe w.r.t change management, adoption, capacity, modalities etc
• organic system evolution
• may require longer development cycle
end-state

All processes and data are initiated, completed, reviewed, decided and documented through the
HRMS

e.g.

• employee profiles available in system (qualifications, postings, reviews, trainings)

• system generates email for opening of annual PER window
• officers submit their PER in an online form in the system
• supervising officers review and include their evaluation / scoring in the system
• PER is locked and scores / details updated in the employee profile
• increment is calculated and allocated based on PER
• development areas identified are notified to Training Wing for further action
• trainings available relevant to an employee are notified through the system
• application/Nomination of trainings is done through the system
• training scores and performance are maintained in the system
• postings/Transfers/New Posts suggestions based on PER / Training / Profile by the system
• decisions in the system are linked to generation/tagging of e-filing documents/notings etc
• relevant ministries notified through IC modules

…..
options

CORE

1. e-Office completion

2. Procure an HRMS (ERP module or stand-alone HRMS)

3. Develop a stand-alone HRMS (indigenous)

Supported by Establishment specific applications/utilities for internal functions

considerations

1. Time of delivery

2. Cost – not just explicit cost, TCO including implicit cost

3. Reliability

4. Interoperability

5. Security

6. Sustainability (capacity and continuity, funding)

7. Scalability
analysis

e-Office Procure & Customize Develop

Time expectedly short definitely long medium – long

SRS developed; 1 module deployed; develop tech specs, procurement, award, recruit, develop tech specs, development,
expected to be short (8 – 12 months) scoping, development, deployment, testing, deployment, testing, acceptance
acceptance
Cost ~ 180mn (NITB) + hardware to be determined lowest
Reliability e-filing feedback? robust to be determined
Interoperability high will have to be developed – complex will have to be developed – complex
Security already functioning and cleared possible backdoors? will require investment and expertise
standard enterprises system e.g.
PIFRA, orgs
Sustainability ? ? ?
Scalability high High to be determined
key questions ?

ROB / legal / regulatory changes required

technology management org architecture at Establishment

vendor/contract management

implementation modalities

support

resourcing: human, financial, technological – infrastructure, connectivity, terminals …

anchor with Digital Pakistan

possible entry points

PIFRA (SAP) data of Federal Government employees

PIFRA (SAP) functionality already available as part of the HR modules but not (fully) used – service
records, recruitment, payroll, pensions etc.

use of existing internal tech applications for early analysis, use-case mapping and on-boarding

enhancements/extensions to existing applications for getting things off the ground

next steps

develop concept note of Establishment transformation (scope, scale, plan, resources)

design pilot – identify 2 divisions, cadres, grades and key functions to cover expanded role

develop pilot project plan (incl. approvals, data reqs, resourcing, work plan …)

use PIFRA, tailor existing applications and enhancements to develop an automated ‘environment’ for
HR processes for pilot divisions and scope

evaluate pilot to inform process mapping and SRS

[in parallel] decision on technology and implementation modalities

[in parallel] roadmap of implementation and phasing plan
 COMPARATIVE STATEMENT OF EXISTING PROVISIONS OF GOVERNMENT SERVANTS(EFFICIENCY AND DISCIPLINE)
RULES, 1973 AND REVISED VERSION

Existing provisions of Government servants(Efficiency & Discipline) Rules, Revised version of draft Government Servants(Efficiency & Discipline)
1973 Rules, 2019
In exercise of the powers conferred by section 25 of the Civil Servants In exercise of the powers conferred by section 25(1) of the Civil Servants
Ordinance, 1973 (No. XIV of 1973), the President is pleased to make the Act, 1973 (Act No. LXXI of 1973) read with SRO No. 120(1)/1998 dated
following rules, namely: - 27.02.1998 the Prime Minister is pleased to make the following rules,
namely:-

1. Short title, commencement and application. -(1) These rules may 1. Short title, commencement and application.- (1) These rules may
be called the Government Servants (Efficiency and Discipline) Rules, 1973. be called the Government Servants (Efficiency and Discipline) Rules,
2019.

(2) They shall come into force at once and shall apply to every civil servant. 2. They shall come into force at once and shall apply to every
government servant.

2. Definitions.- In these rules unless the context otherwise requires,-
(1) “accuse” means a Government servant against whom action is
taken under these rules;
(2) “authority” means the appointing authority prescribed in rule 6 of
the Civil Servants (Appointment, Promotion and Transfer) Rules, 1973.
Provided that in the case of disciplinary proceedings already initiated against
a Government servant before 14th June, 2000, the powers of “authority” shall be
exercised by the officer designated as such before the aforesaid date.
(3) ‘‘authorised officer’’ means an officer authorised by the authority
to perform functions of an authorised officer under these rules or, if no officer is
so authorised, the authority;
(4) ‘‘misconduct’’ means conduct prejudicial to good order or service
discipline or contrary to Government Servants (Conduct) Rules, 1964 or
unbecoming of an officer and, a gentlemen and includes any act on the part of a
2. Definitions.- (1) In these rules unless there is anything repugnant in
the subject or context otherwise requires,-
(i) "Act" means Civil Servants Act, 1973 (Act No.
LXXI of 1973);
(ii) "Accused" means a person who is an employee and against
whom action is initiated under these rules;
(iii) "Authority" means the appointing authority as prescribed
in rule 6 of the Civil Servants (Appointment, Promotion
and Transfer) Rules, 1973.
Provided that where two or more employees are
to be proceeded against jointly, the authority in
relation to senior most employee in rank shall be
the authority in respect of all the accused.
Government servant to bring for attempt to bring political or other outside
influence directly or indirectly to bear on the Government or any Government Provided further that “Authority” under whose
officer in respect of any matter relating to the appointment, promotion , transfer, order disciplinary proceedings were initiated
punishment, retirement or other conditions of service of a Government servant; shall continue to perform the functions of the
and “Authority” till conclusion of the proceedings.

(5) “Penalty” means a penalty which may be imposed under these rules. (iv) "Appellate Authority" means the authority as defined in
Civil Servants(Appeal) Rules, 1977.

(v) "Charges" means allegations framed against the accused

relating to the acts of omission or commission cognizable
under these Rules.

(vi) "Government" means Federal Government.

(vii) "Hearing officer" means an officer, senior in rank to the

accused, appointed by Authority to afford an opportunity
of personal hearing to the accused on behalf of the
Authority concerned;

(viii) "Inefficiency" means failure to-

(a) efficiently perform functions assigned to a person on

whom these Rules apply in the discharge of his duties,
or

(b) qualify the prescribed departmental examination as

may be prescribed or

(c) attend the mandatory training/courses prescribed for

promotion.
(ix) "Inquiry Committee" means a committee consisting of two
or more officers, headed by a convener, as may be
appointed by the authority under these Rules.

(x) "Inquiry Officer" means an officer appointed by the

authority under these Rules;
 (xi) "misconduct" means conduct prejudicial to good order or
service discipline or contrary to Government
Servants (Conduct) Rules, 1964.

(xii) "Penalty" means a penalty as prescribed under these

Rules.

(xiii) "Rules" means Rules made under the Civil Servants Act.
1973(Act No. LXXI of 1973) or under any other
legislative instrument.

(2) Words and expression used but not defined in these Rules
shall have the same meanings as are assigned to them in the Civil
Servants Act, 1973 (Act No. LXXI of 1973) and Rules made thereunder
or any other legal instrument, statutory order for the time being in force.
3. Grounds for penalty.-Where a Government servant, in the opinion of the 3. Grounds for proceeding/penalty.-Where a Government servant,
authority- in the opinion of the Authority-

(a) is inefficient or has ceased to be efficient; or

(a) is inefficient or has ceased to be efficient; or
(b) is guilty of misconduct; or (b) is guilty of misconduct; or
(c) is corrupt, or may reasonably be considered corrupt
(c) is corrupt, or may reasonably be considered corrupt because-
because-
(i) he is, or any of his dependents or any other person through him or on his
(i) he is, or any of his dependents or any other person
behalf is, in possession (for which he cannot reasonably account) of pecuniary
through him or on his behalf is, in possession (for which
resources or of property disproportionate to his known sources of income; or
he cannot reasonably account) of pecuniary resources or of
property disproportionate to his known sources of income;
(ii) he has assumed a style of living beyond his ostensible means; or
or
(iii) he has persistent reputation of being corrupt; or
(ii) he has assumed a style of living beyond his
ostensible means;
(d) is engaged , or is reasonably suspected of being engaged, in subversive
activities, or is reasonably suspected of being associated with others engaged in
(ii) entered into plea bargaining under any law for
subversive activities or is guilty of disclosure of official secrets to any un-
the time being in force and has returned the
authorized person and his retention in service is, therefore, prejudicial to national
assets or gains acquired through corruption or
security, the authority may impose on him one or more penalties.
corrupt practices, voluntarily or

(iii) is an NRO beneficiary under National

Reconciliation Ordinance 2007.

(d) is engaged, or is reasonably suspected of being

engaged, in subversive activities, or is
reasonably suspected of being associated with
others engaged in subversive activities or is
guilty of disclosure of official secrets to any un-
authorized person, the authority may initiate
proceedings under these Rules and/or may
impose upon him one or more penalties.
4. Penalties.-(1) The following are the minor and major penalties, namely- 4. Penalties.-(1) The competent authority may, notwithstanding
anything contained in any law or the terms and conditions of service of
(a) Minor Penalties: the accused, by an order in writing, impose one or more of the following
penalties, namely:-
i) censure;
ii) withholding, for a specific period, promotion or increment, otherwise (a) Minor Penalties:
than for unfitness for promotion or financial advancement in accordance with
the rules or orders pertaining to the service or post; (i) censure;
(ii) withholding of increment for a specific period,
iii) stoppage, for a specific period, at an efficiency bar in the time scale, subject to a maximum of three years;
otherwise than for unfitness to cross such bar; Provided that the penalty of withholding of
increment shall not be imposed upon a
iv) recovery from pay of the whole or any part of any pecuniary loss cause to government servant who has reached the
Government by negligence or breach of orders; maximum of his pay scale or is going to be
superannuated within a period of penalty;
(b) Major Penalties:
(iii) fine not exceeding basic pay of one month;
(i) reduction to a lower post or time-scale, or to a lower stage in a time scale;
(iv) reduction to a lower stage or stages in pay scale
(ii) compulsory retirement; for a specific period subject to a maximum of
(iii) removal from service; and three stages; and
(iv) dismissal from service.
(v) withholding of promotion for a specific period,
 subject to a maximum of three years, otherwise
(2) Removal from service does not, but dismissal from service does, than for unfitness for promotion in accordance
disqualify for future employment. with the rules or orders pertaining to the service
or post.
(3) In this rule removal or dismissal from service does not include the
discharge of a person- Provided that this period shall be counted from
the date when a person junior to the accused is
(a) appointed on probation, during the period of probation, or considered for promotion and is promoted on
in accordance with the probation or training rules applicable to him; or regular basis for the first time.

(b) appointed, otherwise than under a contract, to hold a (b) Major Penalties:
temporary appointment, on the expiration of the period of appointment; or
(i) recovery of embezzled money from corrupt
(c) engaged under a contract in accordance with the terms of government servants convicted of embezzlement
the contract. from pay or any other amount payable to the
accused, the whole or a part of any pecuniary loss
caused to the Government or the organization in
which he was employed, and if the amount due
from any such person cannot be wholly recovered
from the pay or any other amount payable to him,
such amount shall be recovered under the law for
the time being in force;
(ii) reduction to a lower post and pay scale from the
substantive or regular post for a specific period
subject to a maximum of three years;
Provided that the penalty shall not be imposed
upon the accused who is likely to be
superannuated within the period of penalty.

(iii) forfeiture of past regular service for a specific

period subject to a maximum of three years;

(iv) compulsory retirement;

Provided that the penalty shall not be imposed

upon the accused appointed on adhoc basis; or a
person having less than ten years qualifying
 service.

(v) Removal from service; and

(vi) dismissal from service

In this rule removal or dismissal from service does

not include the discharge of a person:-

(vii) appointed on probation, during the period of

probation, or in accordance with the probation or
training rules applicable to him; or

(viii) appointed, otherwise than under a contract, to hold

a temporary appointment, on the expiration of the
period of appointment; or

(ix) engaged under a contract in accordance with the

terms of the contract.

(2) the penalty of removal does not but dismissal from service under
these Rules shall disqualify the government servant to future employment
of any kind under the Government.

(3) any penalty under these Rules shall not absolve a government
servant or accused from liability to any punishment to which he may be
liable for an offence, under any law, committed by him while in service.
5. Suspension.- (1) The authority may place any government servant
under suspension or send him on leave, against whom action is proposed
to be initiated, for a period not exceeding one hundred and twenty days at
one time extendable by the authority for such period as it may deem
appropriate or till conclusion of the proceeding, if in the opinion of the
authority, suspension or sending him on leave is necessary or expedient. If
the period of suspension or leave is not extended on the expiry of initial
period of suspension or leave, the government servant shall be deemed to
be re-instated.
 Provided that a government servant who has been charged for a
criminal offence and is committed to prison shall be considered as
under suspension from the date of his arrest without the formal
approval of authority. In case such a government servant is not
arrested or is released on bail the authority may suspend him by
specific order.

Provided further that where the authority is President or Prime

Minister, powers of the authority under this clause shall be
exercised by the Secretary Establishment Division.
(2) During suspension period the government servant shall be
entitled to the payments under Fundamental Rule-53.

6. Initiation of proceedings.- Proceedings against the Government

servant, in case where the Authority decides that it is not necessary to
hold an inquiry shall be deemed to have been initiated from the date the
accused is informed by an order in writing of the grounds of
proceedings against him and where the Authority decides to hold an
inquiry against the accused from the date of such order.
7. Procedure where inquiry is dispensed with.- If the authority
decides that it is not necessary to hold an inquiry against the accused, it
shall-
(a) inform the accused by an order in writing, of the grounds
for proceeding against him, clearly specifying the charges
therein, duly approved by the Authority alongwith
apportionment of responsibility and penalty or penalties
proposed to be imposed upon him including major penalty of
dismissal from service
(b) give him a reasonable opportunity of showing cause against
the proposed action, which should not be less than seven days or
more than fourteen days of receipt of the order or within such an
 extended period, as the authority may allow;
(c) on receipt of reply of the accused within the stipulated
period or after the expiry thereof, if no reply is received, on the
basis of available record or facts of the case, as the case may be,
determine whether the charge or charges have been proved
against the accused or not:
Provided that after receipt of reply to the show cause
notice from the accused or in case where no reply is
received the authority shall decide the case within a
period of thirty days,

Provided further that if the case is not decided by the

authority within the prescribed period, the accused may
file an application before the appellate authority for early
decision of his case, which may direct the authority to
decide the case within a specified period;
Provided further in case the authority is transferred from
the office or post from where he was acting as authority he
shall continue to perform the functions of authority till
conclusion of the proceedings.

(d) afford an opportunity of personal hearing, before passing

any order of penalty under clause (f), if it is determined that the
charge or charges have been proved against him;

(e) exonerate the accused by an order in writing, if it is

determined that the charge or charges have not been proved
against him; and

(f) impose any one or more penalties mentioned in rule 4, by

an order in writing, if the charge or charges are proved against
the accused:
8. Provision of record.- After initiation of order of inquiry the
Authority is required to ensure that relevant record of the case and other
related documents should be supplied to the Inquiry Officer within

5. Inquiry Procedure.-(1) The following procedure shall be observed when a 9.
Government servant is proceeded against under these rules:-
(i) In case where a Government servant is accused of subversion, corruption The inquiry order shall include-
or misconduct, the authorized officer may require him to proceed on leave or,
with the approval of the authority suspend him, provided that any continuation
of such leave or suspension shall require approval of the authority after every
three months.
Provided further that where the authority is President or Prime Minister, the
Powers of the authority under this clause shall be exercised by the Secretary,
Establishment Division.
(ii) The authorized officer shall decide whether in the light of facts of the case
or the interests of justice an inquiry should be conducted through an Inquiry
Officer or Inquiry Committee. If he so decides, the procedure indicated in rule
6 shall apply.
(iii) If the authorized officer decides that it is not necessary to have an
inquiry conducted through an Inquiry Officer or Inquiry Committee, he shall-
(a) by order in writing, inform the accused of the action proposed to be taken
in regard to him and the grounds of the action; and
(b) give him a reasonable opportunity of showing cause against that action:
Provided that no such opportunity shall be given where the authority is
satisfied that in the interest of the security of Pakistan or any part thereof it is
not expedient to give such opportunity.
(iv) On receipt of the report of the Inquiry Officer or Inquiry Committee ,or
where no such officer or Committee is appointed, on receipt of the
explanation of the accused, if any, the authorized officer shall determine
whether the charge has been proved. If it is proposed to impose a minor
penalty he shall pass orders accordingly. If it is proposed to impose a major
penalty, he shall forward the case to the authority alongwith the charge and
statement of allegations served on the accused, the explanation of the
seven days or within such an extended period which the Authority may
allow.
Procedure to be followed by authority where inquiry is
necessary.— (1) If the authority decides that it is necessary to hold an
inquiry against the accused, it shall pass an order of inquiry in writing.
(a) appointment of an inquiry officer or an inquiry
committee, provided that the inquiry officer or the
inquiry committee, as the case may be, shall be of a rank
senior to the accused and where two or more accused are
proceeded against jointly, the inquiry officer or the
convener of the inquiry committee shall be of a rank
senior to the senior most accused;
(b) the grounds for proceedings, clearly specifying the
charges within a period of 14 days from the date of
initiation of proceedings along with apportionment of
responsibility.
(c) appointment of the departmental representative by
designation; and
(d) direction to the accused to submit written defense to the
inquiry officer or the inquiry committee, as the case may
be, within reasonable time which shall not be less than
seven days and more than fourteen days or within such
an extended period as the authority may decide on date of
receipt of orders.
(2) The record of the case and the list of witnesses, if any, shall be
communicated to the inquiry officer or the inquiry committee, as the
case may be, along with the orders of inquiry.
(3) In a case where preliminary or fact finding inquiry was
conducted, and the authority decides to hold formal inquiry, the inquiry
officer or the inquiry committee for the purpose of conducting formal
 accused, the findings of the Inquiry officer or Inquiry Committee, if
appointed, and his own recommendations regarding the penalty to be inquiry shall be different from the inquiry officer or the inquiry
imposed. The authority shall pass such orders as it may deem proper. committee which conducted the preliminary inquiry.

(2) The exercise of powers under clauses (i) and (iv) of sub-rule (1) by the (4) In case where the Inquiry Officer or any of the member of the
authorized officers in the Pakistan Missions abroad shall, unless already so Inquiry committee is required to be replaced for one reason or the other,
provided, always be subject to the approval of the authority. the authority shall appoint another Inquiry Officer or the Inquiry
Committee as the case may be.

6. Procedure to be observed by the Inquiry Officer and Inquiry 10. Procedure to be followed by inquiry officer or inquiry
Committee.- Where an Inquiry Officer or Inquiry Committee is appointed, the committee.—(1) On receipt of reply of the accused or on expiry of the
authorized Officer shall- stipulated period, if no reply is received from the accused, the inquiry
officer or the inquiry committee, as the case may be, shall inquire into the
(1) Frame a charge and communicate it to the accused together with charges and may examine such oral or documentary evidence in support
statement of the allegations explaining the charge and of any other relevant of the charges or in defense of the accused as may be considered
circumstances which are proposed to be taken into consideration. necessary and where any witness is produced by one party, the other party
shall be entitled to cross-examine such witness.
(2) Require the accused within a reasonable time, which shall not be less
than seven days or more than fourteen days from the day the charge has been (2) If the accused fails to furnish his reply within the stipulated period,
communicated to him, to put in a written defence and to state at the same time the inquiry officer or the inquiry committee, as the case may be, shall
whether he desires to be heard in person. proceed with the inquiry ex- parte.

(3) The Inquiry Officer or the Committee as the case may be, shall enquire (3) The inquiry officer or the inquiry committee, as the case may be,
into the charge and may examine such oral or documentary evidence in support of shall hear the case on day to day basis and no adjournment shall be given
the charge or in defence of the accused as may be considered necessary and the except for reasons to be recorded in writing, in which case it shall not be
accused shall be entitled to cross-examine the witnesses against him. of more than seven days.

(4) The Inquiry Officer or the Committee, as the case may be, shall hear
the case from day to day and no adjournment shall be given except for reasons to
be recorded in writing. However, every adjournment, with reasons therefor shall
be reported forthwith to the authorized officer. Normally no adjournment shall be
for more than a week.
(5) Where the Inquiry Officer or the Committee, as the case may be, is
satisfied that the accused is hampering, or attempting to hamper, the progress of
the enquiry he or it shall administer a warning, and if thereafter he or it is satisfied
that the accused is acting in disregard of the warning, he or it shall record a
(4) Statements of witnesses shall be recorded in the presence of
accused and departmental representative(s).
(5) Where the inquiry officer or the inquiry committee, as the case
may be, is satisfied that the accused is hampering or attempting to hamper
the progress of the inquiry, he or it shall administer a warning and if,
thereafter, he or it is satisfied that the accused is acting in disregard to the
warning, he or it shall record a finding to that effect and proceed to
complete the inquiry in such manner as may be deemed expedient in the
finding to that effect and proceed to complete the enquiry in such manner as he or
it thinks, best suited to do substantial justice.
(6) The Inquiry Officer or the Committee, as the case may be, shall within
ten days of the conclusion of the proceedings or such longer period as may be
allowed by the authorized officer, submit his or its findings and the ground
thereof to the authorized officer.
interest of justice.
(6) If the accused absents himself from the inquiry on medical
grounds, he shall be deemed to have hampered or attempted to hamper
the progress of the inquiry, unless medical leave, applied for by him, is
sanctioned on the recommendations of a registered authorized Medical
Officer; provided that the authority may, in its discretion, sanction
medical leave up to fifteen days without such recommendations.

(7) The inquiry officer or the inquiry committee, as the case may be,
shall complete the inquiry within 60 (sixty) days or within such an
extended period which the authority may allow and shall submit his or
its report, to the authority within seven days of the date of completion of
inquiry:

Provided that the inquiry shall not be vitiated merely on the

grounds of non-observance of the time schedule for completion
of the inquiry.
6-A Revision. – (1) Subject to sub-rule (2), the authority may call for the -
record of any case pending before, or disposed of by, the authorised officer and
pass such order in relation thereto as it may deem fit;
(2) No order under sub-rule (1) shall be passed in respect of an accused
unless the authorized officer to be designated by the authority has informed him
in writing of the grounds on which it is proposed to make the order and has been
given an opportunity of showing cause against it, including an opportunity of
personal hearing if requested by the accused or is otherwise necessary in the
interest of justice, in particular, when the authority contemplates to pass an order
adverse to the interest of the accused:

Provided that no such opportunity shall be given where the authority, for
reasons to be recorded in writing, is satisfied that, in the interest of security of
Pakistan or any part thereof, it is not expedient to give such an opportunity.

7. Powers of Inquiry Officer and Inquiry Committee.-(1) For the 11. Powers of the inquiry officer or inquiry committee.—(1) For
purpose of an inquiry under these rules, the Inquiry Officer and the Inquiry the purpose of an inquiry under these rules, the inquiry officer or the
Committee shall have the powers of a civil court trying a suit under the Code of inquiry committee, as the case may be shall have the powers of a Civil
Civil Procedure, 1908 (Act V of 1908), in respect of the following matters, Court trying a suit under the Code of Civil Procedure, 1908 (Act No. V of
namely:- 1908), in respect of the following matters, namely:

(a) summoning and enforcing the attendance of any person (a) summoning and enforcing the attendance of any person
and examining him on oath; and examining him on oath;

(b) requiring the discovery and production of documents; (b) requiring the discovery and production of documents, and
receiving evidence on affidavits; and

(c) receiving evidence on affidavits; (c) issuing commissions for the examination of witnesses or
documents.

(d) issuing commissions for the examination of witnesses or (2) The proceedings under these rules shall be deemed to be
documents. the judicial proceedings within the meaning of Sections 193 and 228, of
the Pakistan Penal Code, 1860 (Act No. XLV of 1860).

(2) The proceedings under these rules shall be deemed to be judicial proceeding
within the meaning of sections 193 and 228 of the Pakistan Penal Code
(XLV of 1860).

- 12. Proceedings during judicial custody.- If the government

servant is in judicial custody for one reason or the other, in the interest
of justice, equity and fair play, the proceedings against him shall be
deferred till his bail or acquittal.
- 13. Proceedings during Training.- (1) In case where a
government servant who has been nominated for training is required to
be proceeded and he has not yet joined the training institute, his
nomination shall be withdrawn forthwith by the nominating authority
under intimation to the concerned training institute

(2) In case where a government servant has already joined the

training but a period of thirty days has not passed, the nominating
authority may decide as to whether the nomination of such government
servant may be withdrawn or otherwise and after lapse of thirty days
such government servant shall be allowed to complete his training and
the proceedings against him may be deferred till completion of the
training.
 (3) No government servant shall be denied training on account of
ongoing proceedings for a period of more than one year.
- 14. Duties of the departmental representative.-- The departmental
representative shall perform the following duties, namely:
(a) render full assistance to the inquiry officer or the inquiry
committee, as the case may be, during the proceedings where he
shall be personally present and fully prepared with all the relevant
record relating to the case, on each date of hearing;
(b) cross-examine the witnesses produced by the accused, and
with the permission of the inquiry officer or inquiry committee, as
the case may be, may also cross-examine the prosecution
witnesses; and
(c) rebut the grounds of defense offered by the accused before
the inquiry officer or the inquiry committee, as the case may
be.

- 15. Order to be passed on receipt of report from the

inquiry officer or inquiry committee.—(1) On receipt of report from
the inquiry officer or inquiry committee, as the case may be, the
authority, shall examine the report and the relevant case material and
determine whether the inquiry has been conducted in accordance with the
provisions of these rules.

(2) If the authority is satisfied that the inquiry has been conducted in
accordance with the provisions of these rules, it shall further determine
whether the charge or charges have been proved against the accused or
not.

(3) Where the authority is satisfied that the inquiry proceedings have
not been conducted in accordance with the provisions of these rules or the
facts and merits of the case have been ignored or there are other sufficient
grounds, it may, after recording reasons in writing, either remand the
inquiry to the inquiry officer or the inquiry committee, as the case may be,
with such directions as the authority may like to give, or may order a de
novo inquiry through different inquiry officer or inquiry
committee.

(4) The authority may also require the inquiry officer or inquiry
committee to explain as to why the inquiry has not been conducted in
accordance with these Rules, or as to why the facts or merits of the case
have been ignored and on the receipt of reply, may determine if the
omission or commission by the Inquiry Officer or Inquiry Committee is
not in good faith and there are grounds to proceed against the inquiry
officer or inquiry committee, as the case may be, under these Rules.

(5) Where the charge or charges have not been proved, the authority
shall exonerate the accused by an order in writing, or it shall follow the
procedure as given in sub-rule (6) of this rule.

(6) Where the charge or charges have been proved against the
accused, the authority shall issue a show cause notice to the accused
alongwith copy of inquiry report by which it shall-
(a) inform him of the charges proved against him and the
penalty or penalties proposed to be imposed upon him;
(b) give him reasonable opportunity of showing cause against
the penalty or penalties proposed to be imposed upon him and
to submit as to why one or more of the penalties as provided in
rule 4 including the penalty of dismissal from service may not
be imposed upon him and to submit additional defense in
writing, if any, within a period which shall not be less than
seven days and more than fourteen days from the day the
charge or charges have been communicated to him by
affording him an opportunity of personal hearing;
Provided that the accused shall in his reply to show
cause notice, indicate as to whether he wants to be
heard in person or not;
(c) Direct the departmental representative to appear, with all
the relevant record, on the date of hearing.

(7) after duly considering the reply of the accused to the show cause
 notice and affording personal hearing to the accused as appropriate the
authority shall, keeping in view the findings and recommendations of the
inquiry officer or inquiry committee, as the case may be, facts of the case
and defense offered by the accused if requested by an order in writing-
(i) exonerate the accused if charges had not been proved; or
(ii) impose any one or more of the penalties specified in rule 4
if charges have been proved.

(8) After receipt of reply to the show cause notice and affording
opportunity of personal hearing, the authority shall decide the case within
a period of 30 (thirty) days,

(9) If the case is not decided by the authority within the prescribed
period of 30 days, the accused may submit an application before the
appellate authority for early decision of his case, which may direct the
authority to decide the case within a specified period.
- 16. Personal hearing.- Notwithstanding the proviso to rule 15(6)(b)
the authority may, by an order in writing, call the accused and the
departmental representative, alongwith relevant record of the case, to
appear before him, or before an officer senior in rank to the accused
appointed by the authority for personal hearing on the fixed date and
time.
(a) Rule 5 not to apply in certain cases.- Nothing in rule 5 shall apply to
a case-
-
(b) where the accused is dismissed or removed from service or reduced in
rank, on the ground of conduct which has led to a sentence of fine or of
imprisonment; or

(c) Where the authority competent to dismiss or remove a person from

service, or to reduce a person in rank, is satisfied that, for reasons to be
recorded in writing by that authority, it is not reasonably practicable to
give the accused an opportunity of showing cause.
8-A Action in respect of Government servant required to proceed on leave.
-If a Government servant proceeding on leave in pursuance of an order under
sub-rule (1) of rule 5 is not dismissed, removed from service, reduced in rank or
compulsory retired, he shall be required to rejoin duty and the period of such
leave shall be treated as duty on full pay.
9. Procedure of inquiry against government servants serving in
Provincial Governments or working on deputation outside their department
or service to which they belong.- When a government servant, to whom these
rules apply, is serving under a Provincial government or in a department, outside
the department or service to which he belongs, or in a statutory organization,
corporate body, or local authority, and the borrowing authority wants to initiate
disciplinary proceedings against such government servant under these rules, the
borrowing authority shall forward to the concerned lending authority a report
with supporting documents on the basis of which disciplinary proceedings are
proposed, and, if considered necessary, it may with the approval of the lending
authority place him under suspension or send him on forced leave. On receipt of
report from the borrowing authority, the lending authority shall take action as
prescribed by these rules.
10 Appeal.-A person on whom a penalty is imposed shall have such right of 18.
appeal as may be prescribed under Civil Servants (Appeal) Rules, 1977: been awarded any penalty under these rules may, within thirty days from
the date of communication of the order, prefer departmental appeal to the
appellate authority:
-
17. Procedure of inquiry against Government Servant lent to
other governments or organizations etc.—(1) Where the services of
Government Servant to whom these rules apply is transferred or lent to
any other Government Department, corporation, corporate body,
autonomous body, authority, statutory body or any other organization or
institution, hereinafter referred to as the borrowing organization, the
competent authority for the substantive post held by such Government
Servant in his parent department shall;-
(a) ask the relevant organization for immediate repatriation and
relieving of the government servant;
(b) ask the relevant organization, if different from his parent
organization, to frame charges against the government servant
and forward the same to his lending/parent department;
(c) initiate proceedings against him under these rules:
Departmental appeal and review.—(1) An accused who has
Provided that where the order has been passed by the
President, the accused may, within the aforesaid period,
submit a review petition directly to the President.
(2) The authority empowered under sub-rule (1) shall call for the
record of the case and comments on the points raised in the appeal from
the concerned department or office, and on consideration of the appeal or
the review petition, as the case may be, within sixty days by an order in
writing-
 (a) uphold the order of penalty and reject the appeal or
review petition; or
(b) set aside the orders and exonerate the accused; or
(c) modify the orders and increase or reduce the penalty.

(3) An appeal or review petition preferred under these rules shall be

made in the form of a petition, in writing, and shall set forth concisely
the grounds of objection to the impugned order in a proper and
temperate language.

10-A. Appearance of Counsel.-No party to any proceedings under these rules 19. Appearance of counsel.—No party to any proceedings under
before the authority, the authorised officer, and Inquiry Officer or an Inquiry these rules at any stage of the proceedings before the appellate
Committee shall be represented by an advocate. authority, authority, inquiry officer or any inquiry committee as the
case may be, shall be represented by an advocate/Counsel.
- 20. Appeal before Federal Service Tribunal.—(1)
Notwithstanding anything contained in any other law or rules for the
time being in force, any Government servant aggrieved by any final
order passed under rule 18 may, within thirty days from the date of
communication of the order, prefer an appeal to the Federal Service
Tribunal established under Article 212 of the Constitution of Islamic
Republic of Pakistan, 1973.

(2) If a decision on a departmental appeal or review

petition, as the case may be, filed under rule 16 is not communicated
within a period of sixty days of filing thereof, the affected Government
servant may file an appeal in the Federal Service Tribunal within a period
of thirty days of the expiry of the aforementioned period of sixty days,
where after, the authority with whom the departmental appeal or review
petition is pending, shall not take any further action.
- 21. Exception.— Notwithstanding anything to the contrary
contained in these rules, in cases where Government servants
collectively and willfully stop work, due to strike, willfully absent
themselves from duty or abandon their official work, the authority in
respect of senior most accused may serve upon them through
newspapers or any other mean, such notice as may be deemed

- 22.
11 Repeal. -The Government Servants (Efficiency and Discipline) Rules,
1960 in their application to the Government servants to whom these rules apply
and the Civilian Employees in Defence Services (Classification, Control and
Appeal) Rules, 1961 are hereby repealed, but the repeal thereof shall not affect
any action taken or any thing done or suffered thereunder.
----
__________
appropriate to resume duty immediately or within such time as specified
and in the event of failure or refusal to comply with the directive
contained in the notice, impose upon the defaulting Government
servants any of the penalties prescribed in these rules.
Indemnity.— No suit, prosecution or other legal proceedings
shall lie against the competent authority or any other authority for
anything done or intended to be done in good faith under these rules or
the instructions or directions made or issued thereunder.
23. Repeal.--(1) The Government Servants (Efficiency &
Discipline) Rules, 1973, in their application to the Government Servants
to whom these Rules apply are hereby repealed but the repeal thereof
shall not affect any action taken or anything done or suffered
thereunder.
(2) Notwithstanding the repeal of the aforesaid rules, all proceedings
pending immediately before the commencement of these rules against
any Government servant under repealed rules shall continue under the
repealed Rules.
24. Removal of difficulties.-- If any difficulty arises in giving effect
to any of the provisions of this rule, Establishment Division may make
such order not inconsistent with the provisions of this rule as may
appear to necessary for the purpose of removing the difficulty.
Performance Management and Reform
(PMRU)

Government of Khyber Pakhtunkhwa

Jan, 2020
Performance Management and
Reforms Unit
Vision: “Welfare of the Citizens”
Methodology: “Measure to Manage”
Promote
e-governance;
use of
Culture of digital
quantified
performance Improve
technologies
management
Promote service
transparency delivery
and
accountability
How we manage performance?
Chief
Secretary

Reports Directions
Analysis Policy

PMRU

Performance Management Systems

District Provincial
Citizens
Governments Departments
Impact on Performance (Sep- State Land
817
Dec) %
Recovered

Health Education
5.32% Inspections -16.25 % Inspections Kuli Katchehris
96.97 held
Driving %
Revenue
2.82% Generated
23.61 % Licenses
Issued
Illegal / unsafe bill
Pending Domiciles
76.92 boards
11.25% Revenue 33.61% Issued
%

Cases

70.07%
Pending
9.29%
Arm Licenses 15.97 %
inquires issued
School based Domiciles
issued
Impact on Performance (Sep- Rural population
with access to
8.64
Dec) %
safe drinking
water
Water pipeline Functional PHE
54.45% repaired 6.87 % tube-wells Length of road (in
373.9 KM) repaired
%
Events / activities
185.71% organized for 55.56 % Birth Certificates Women received
Youth Affairs training at
Samples collected 1.38% vocational &
Unregistered
industrial training
1266.67% fertilizer / pesticide 84.39% for disease
centers
dealers sealed surveillance

45.01%
Livestock
9.29%
Arm Licenses 303.13 %
vaccinated issued
Beneficiaries provided
financial assistance
Good Governance Strategy
Public
01 Open Govt.
&
02 Service
Transparen Delivery
cy

Performance Citizen
04 & 03 Participatio
Accountabili n
ty
05 Ideas, Innovation &
Technology
ood Governance Framework
Performance Trends
Key Performance Indicator Trend Top Bottom
Hangu, Shangla,
Amount of revenue from land recovery, Land
Positive Abbottabad (193 M) Bannu
Tax, etc.
(Less than 5 M)
Number of health facilities inspected Positive Chitral (90) Mardan (1)

Total fine imposed during the price checking Improving Peshawar (7.8 M) Kohistan (31 K)
Total state land vacated from Illegal occupants Swabi
Improving Tank, Hangu (0)
(Kanals) (1,960 Kanals)
Number of ADP schemes inspection reports
Declining Abbottabad (57) Tank, Hangu (0)
generated
Mardan (8),
Number of Education facilities inspected Declining Swat (91)
Nowshehra (9)
Total number of pending partition cases in
Negative Nowshehra (10) Mardan (748)
District
 Relative Performance Scorecard

GREEN

RED

Net. Score
GRAY
YELLOW
R# District 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

1 Abbottabad G Y R G G G G G R Y G Y Y Y G G R Y R Y R G Y G G Y 12 9 5 0 81.7

2 Haripur Y G Y G G R G G Y Y G Y Y Y R G Y R G G Y R Y G G Y 11 11 4 0 81.7

3 Hangu Y Y G G Y G Y Y G Y Y Y Y Y R Y G Y R R G Y G G G G 10 13 3 0 81.7

4 Nowshera Y G Y G Y Y Y Y G Y Y Y Y Y G Y R Y Y Y Y G Y G G Y 7 18 1 0 80.8

5 Peshawar Y G R Y Y Y Y Y Y G G Y Y G G G R G N Y Y G Y G R R 9 12 4 1 80.0

6 Dir Upper Y Y G R Y G Y N R Y Y Y G G R G Y Y G Y Y R R G G G 9 11 5 1 79.0

7 Mansehra G G R R Y Y Y G G R Y Y Y Y R Y R G G G R G Y G G Y 10 10 6 0 78.8

8 Charsadda Y Y R Y Y Y G G G Y Y R Y Y R Y G Y G Y R Y G G R G 8 13 5 0 77.9

9 Chitral G Y G R G G G N G R R Y R Y R Y N N G N N R Y G R G 9 5 7 5 77.4

10 Dir Lower Y G Y Y Y Y R N R Y Y R G G G Y Y Y G R G R Y G R G 8 11 6 1 77.0

11 Bannu G Y G Y Y Y Y Y Y G R G R Y R Y Y R Y Y Y R Y G G G 7 14 5 0 76.9

12 Shangla Y Y Y R Y Y Y R Y R Y G Y Y R R Y Y G R G R G G Y G 6 13 7 0 74.0

13 D. I. Khan Y Y Y R Y Y Y G Y G G R Y R R R Y Y R G Y G R G G R 7 11 8 0 74.0

14 Mardan Y Y R G Y Y Y Y Y G G Y Y Y R Y Y R R G R R Y G Y Y 5 15 6 0 74.0

15 Kohistan U. G R G R G R Y R Y R Y G Y R R R N N N N N R G G G G 8 4 9 5 73.8

16 Lakki Y Y R R Y Y R Y R Y Y Y G R R R G R G R Y Y G G G G 7 10 9 0 73.1

17 Swat Y Y Y R Y Y Y Y Y G Y Y Y G G Y R Y N Y R Y R G R R 4 15 6 1 73.0

18 Battagram Y Y Y R Y Y Y Y Y Y Y Y R Y R Y Y R N Y G R Y G R G 3 16 6 1 72.0

19 Buner Y Y R Y R Y R R Y R Y Y G G R G Y R N Y Y Y R G R G 5 11 9 1 71.0

20 Malakand R R Y R R G G N Y R R Y Y R R R G G N Y Y R Y G Y G 6 8 10 2 70.8

21 Swabi R Y R R R R Y R Y Y Y Y Y Y R Y Y G G Y Y R Y G G R 4 13 9 0 70.2

22 Karak R Y R R Y R Y Y Y Y Y R Y Y G Y Y R N R G Y Y G R Y 3 14 8 1 70.0

23 Tank Y Y Y R Y R Y R R R Y Y G R R R G R N G Y R Y G Y Y 4 11 10 1 69.0

24 Kohat Y Y R Y Y Y Y Y Y R Y Y Y Y R R Y R R Y Y R Y G R R 1 16 9 0 67.3

25 Kohistan L. Y R R R G R R N R R Y G R R R R Y R N N N R Y G G G 5 4 13 4 65.9

26 Tor Ghar R R R R R R Y N R R R R R R R R N G N N N N R G Y N 2 2 15 7 57.9

27 Kolai R R R R R R R N R R R G N R R R N N N N N N Y R R N 1 1 15 9 54.4
 Transform Government Service
Delivery

Government Increase Efficiency and Transparency

Transformation
Provide Citizens Modernize IT infrastructure
with Smart,
Connected
Innovate, Integrate, Intelligent
Government

eGovernance Initiatives
eGovernance Initiatives
Govt. Productivity Service Delivery
1. HR System (ePerformance)
2. File Tracking System
1. Citizen Portal
3. Litigation Mgt. System 2. E-Domicile
4. Task Mgt. System 3. Inspections (Fines)
5. Case Tracking System
4. Price Control System
6. Land Record Monitoring System
7. Internship Portal 5. Khulli Kachehri
8. Vehicle Mgt. System
Citizen Portal - Citizen Engagement Initiative
Citizen Engagement
Initiative
Users registered:
1,173,806 GB 1K
Users by Gender AJK Inland 1,003 K
7K
92.4 Overseas 103 K
8% KP
7.52 Islamabad
% 284K Foreigners 4K
35K
Male Female Top overseas countries
Punjab UAE 27 K
568K KSA 24 K
Baluchistan UK 8K
12K
Persons with 12 K
Disabilities
Sindh
137K Minorities 2K
Complaints: 1.23
Govt.
millions
Total Complaints Resolved % Res.
Federal 553,125 509,153 92%
Punjab 447,921 392,292 88%
KP 116,050 100,635 87%
Sindh 95,894 38,268 40%
Islamabad 11,137 9,909 89%
Balochistan 7,782 6,166 79%
GB 1,261 911 72%
Total 1,233,170 1,057,334 86%
tizen Satisfaction
Govt. Total Feedbacks Satisfied % Sat.
Federal 328,843 147,245 45%
Punjab 272,080 110,199 41%
KP 72,377 34,502 48%
Sindh 20,159 6,075 30%
Islamabad 26,323 11,520 44%
Balochistan 3,816 1,487 39%
GB 583 245 42%
Total 724,181 311,273 43%
Machinery @ work
Government Total Dashboards Active % Active
Punjab 2,515 2,434 97%
Khyber Pakhtunkhwa 2,102 1,757 84%
Sindh 894 723 81%
Balochistan 356 287 81%
Gilgit Baltistan 98 73 74%
Federal Government 1,979 1,826 92%
Islamabad Capital 30 30 100%
Territory
Total 7974 7130 89%
MeraBacha Alert
Emerging cases of child abuse, rape, missing
children etc.

Real-time status
follow-ups
Integrated Standardized
Response Checklist and
Mechanism Coordinated
efforts timelines for
Integrated with resolution of cases
Edhi Home, etc
Inspections Management
Systems
• Online system for ACs/AACs, Drug and Food Inspectors to
submit real time inspection reports related to Price Checking,
Spurious Drugs and Unhygienic Food etc.
• Equipped with Geo-tagging
• District Dashboards for all Deputy Commissioners
• Linked with Officer’s Performance in HR Database
KP Inspections
Business Units Fine Imposed FIRs Sealed Warning Issued
Inspected

46,344 93 M 1321 627 12,299

Analysis of Business Type vs Nature of Violation
Incorrect Non Unhygienic Violation of
Business Type Adulteration Hoarding Illegal Items Weights & availability of Overpricing Spurious Substandard Un-registered cleanliness Items regulations
Measures price list

Agro Shop 2 1 2

Bakery 10 9 21 51 95 1 19 251 94 152

Butcher Shop 6 1 13 11 77 253 8 1 257 54 230

Cafe / Tea Shop 6 1 4 5 14 1 5 47 10 49

Dental Lab 3 1 1 1
Food Stock 9 4 4 5 40 66 21 1 34 15 18
Agency
Fuel Station 2 8 161 168 4 5 129 7 102

Grocery Shop 63 6 119 62 403 576 2 116 8 546 208 530

Hakeem 10 2 3
Hotel / 21 13 109 89 205 1 15 509 89 217
Restaurant
Clinic / 5 4 4 243 12 3 127
Dispensary

Medical Lab 15 17 3 5

Medical Store 2 24 26 3 11 80 26 9 178

Milk / Dairy 128 6 8 15 75 14 88 51 148
Shop
Mining 1 1 16
Surgical 28 8
Hospital
Vegetable /
9 30 16 177 274 6 28 2 191 60 203
Fruits Shop
Independent Price Control System
The system track disparity in color codes (G, Y, B) for easy
consumption by the Deputy Commissioners
Price Fixation App
• An app for fixing the
prices of the essential
commodities in early
in the morning.
• The early morning
Mandi prices are fixed
and picture with
geolocation
Transparency in Process
 Revenue Case Management
System
• Online system for Revenue Case Management
• Implemented in all Districts of Khyber Pakhtunkhwa
• Full tracking of case i.e. hearing details etc.
• Calculate real-time officer-wise pendency
Integrated Performance Management
System
• Task Management System for all Secretaries, Commissioners and Deputy
Commissioners
– Allows sub-tasking at Department / District Level
• Total number of tasks completed 4536 (Secretaries) and 8339 (DCs)
• Activities and Tasks Assignments to Secretaries, Deputy Commissioner, and Officers of
the Government
• Time bound activities
• System automatically marked the completion of the task and an efficiency index are
generated accordingly
• Replicated to Prime Minster Office
Task Management Dashboard
Performance Evaluation of Tasks
 Impact - Overview
Indicator Results

Pending service matters 1907 Cased Reported

File vacant positions 25, 279 Positions
Requisition of Vacant Positions to PSC 4, 683
Framing of New rules 46 rules notified
Pending enquires 437 enquires are finalized
Simplified Procedures 36 procedures
Open Government Portal

• A single, central, public web portal that provides for the publication,
management and exchange of information for re-use in an open,
searchable, machine-readable format along with relevant metadata
• Data in silos – Centralized Repository of Data
• Open Government Data Strategy
• 45 Topics and 1245 Datasets are collected from departments and real
time system
Litigation Management
Systems
Monitoring & Case Reporting System to
manage court cases effectively where
Govt is a Party Progress Reviews,
Analytics &
Centralized &
searchable Dashboard
repository
of Cases
Notifications &
Case Status & Alerts
Progress
Monitoring
Dashboard
File Tracking System
• A bar code based file tracking system is implemented at
Secretariat level.
oReal-time tracking of files
oCalculate pendency and disposal frequencies
oWork-load analysis / KPI Scoring
oDashboards for Chief Secretary and Departmental
Secretaries
HR Management System

• Centralized employment record

management of government officers
• Features
– Officer bio-data
– Academics
– Trainings / Postings
– Profile Card
– Enquires
• ePSB
• Central Transfer/Posting Portal
• eACR
Performance Card of Secretary
Performance Card of Deputy Commissioner
 ePSB
• An integrated module in HRMIS
– Objectives:
• Timely Submission of Working Paper, Employee Profiles, ACRs
etc.
• Peer review of working papers and reporting deficiencies
• Automatic Generation of Promotion Papers
• Speedy/Timely Promotion cases
• Employee Self Tracking System
• Automatic generation of notifications, meeting minutes
Application Workflow
Assignment Roles
Departments Establishment

- Working Paper
- Employee Basic Bio Data - Review
- Service History - PSB Agenda
- Seniority List - PSB Presentation
- Position Breakup -
-
Finalization and Notification
Rules/Regulations
Dashboard
ePSB Presentation
KP Employee Portal – Gov360 – Mobile
Office
• App designed for proactive governance
• Designed for Secretaries, Deputy Commissioner and
other government officers
• Service History
• Activity Tracking
• File Tracking System
• Pension Tracking System
• Notification and Alerts
 Gov360
– Web Version
Transfer/Posting Portal

• Centralized system for

posting and transfer of
officers
• Publishing of notification(s)
on official web portal
• Counter fake notification
• Customized for General
order/notification/minutes
etc
 Enquiry Management System
• Comprehensive Enquiry Management
• Enquiry Source
• Enquiry General Information
• Enquiry Officers (Linked with HR)
• Enquiry Proceedings
• Conclusion of Enquiry/Appeals
• Dashboard (Analytics)
Dashboard
Way forward
• Replication of Applications/Strategies
• Technical Assistance
• Free of Cost
• MOU with concerned Division/Ministry

Integrated Approach
Thank You
How we measure?

Officer
Departments,
District Government
Administration,
Attach formation
Presentation to Task Force
January 17, 2020

National Information Technology Board (NITB)

Ministry of IT & Telecom
 VISION
Overview

• Use of Technology

 Eliminate Corruption with Accountability & enhanced Transparency

 Extend Tax Base

 Generate Foreign Revenue

Public Private Partnership Model

 VISION
CENTRAL DIGITAL AUTOMATION PLATFORM
HEARTBEAT OF PAKISTAN eGOVERNANCE

Transparency
Into Ministries Wide
Processes
Federal Central Transparency
Portal Into Citizen|Govt
Transactions
Intranet Security Layer

Cyber Security Layer

ERP Local/Central
Central Citizens
eGovernance
Central Portal
DMS
Govt Officers Citizens

@gov.pk Central
Data
Nervous System

Central Digital Automation Platform

TRANSPARENCY | EFFICIENCY | ACCOUNTABILITY

 VISION
DATA NERVOUS SYSTEM : ‘MASTER OF DIGITAL GOVERNANCE OF PAKISTAN’

FBR
Excise & Taxation SECP
Property, Cars, Business

NITB
NADRA DATA NERVOUS
Utilities
Water Supply, Power, Gas
SYSTEM

Public Health FIA

State Bank
ALL PROVINCIAL AND FEDERAL DEPTS INTEGRATED INTO NITB PLATFORM
 Projects
Overview Overview
• PSDP Proposed Projects
• Citizen Services
• E-Office
• City Islamabad
• Pakistan Citizen Portal
• Kamyab Jawan
• eProcurement
• eCommerce
• ERP System – Federal Govt.
• Durust Daam – Price Control App
• M&Es System – Task Tracking System
• Baytee Mobile App
• Mera Bacha
• OPR Online Registration System
• Ehsaas Program
• Digital Lockers
• E-Health
 PSDP Proposed Projects
Overview
 CitizenStatus
Project’s Services Projects
E-Office (Flagship Project)
E-Office

• e-Office is a flagship initiative of MoIT & NITB aligned with GoP’s vision of
employing digitization/e-Government

• A custom built ERP compliant to Federal Government rules of business

• It is duly approved by Federal Cabinet, NEGC, AGP

• An essential component of IT policy & MTDF

E-Office (Flagship Project)
E-Office Focus Areas
E-Office Status(Ministries/Divisions)
E-Office Status(Departments)
E-Office Active Users(Division / Departments)

www.nitb.gov.pk
E-Office Potential Saving / Year
City Islamabad App
ERP@Fed Govt - Karachi Port Trust
– NITB providing the role of Consultant for ERP of Karachi Port Trust
– Consultation process is divided into four parts
• Pre-Bidding
• Bidding
• Project Execution
• Managed Services

– As consultant, NITB’s is to providing guidance and support to in the EPR of KPT.

E-Procurement
– E-Procurement is the purchase of goods, works and services electronically and is an
integral part of an overall strategic procurement plan in the current business
environment.
– Implementation of an e-procurement programme is more than a technical project, and
the business model, approach and practices applied may have more of an affect on the
success and integrity and the e-GP system.
– Developed Nations in the world have revolutionized their economies through e-
procurement systems.
– There has been a strong urge in Government to develop an e-Procurement system for
Pakistan to achieve economies of scale, transparency, economy, quality and efficiency in
public procurements.
– NITB working closely with world bank will develop and execute e-Procurement
E-Commerce
– e-Commerce can help developing country entrepreneurs to overcome the usual trade
channels and reach a global market since internet based enterprises can be operated at
very small scale.
– to create an enabling environment for holistic growth of e-Commerce across all sectors
of the country, while protecting the interests of consumers and sellers with special
focus on development and promotion of SMEs.
– Pakistan’s e-Commerce industry is emerging rapidly and has the potential to strengthen
country’s economy.
– NITB will implement National e-commerce policy throughout the Pakistan.
 eCommerce Export Platform
Plan to Lift Pakistan Exports Exponentially

XYZ NBP Direct To

Paypal
Bank of America
AliPay
Local Banks
VisaCard
Merchant USD Settlement OR Thru
MasterCard
Bank PKR Bank Settlement Banks Processor
Bank Acct
Bank

eCommerce
FBR
Payment
Gateway

SBP

Image, Pricing eCommerce VisaCard

Mobile Cataloging Hosting, Processing Mobile
Device Prod Albums Tools & Services Tx
Complete Device
PK
Product Global
Goods Design
eCommerce
eMarketplace
Merchant Website Buyer
(SME) (California)
Catalog Design Digital eCommerce Marketplace
Studio Application

xBorder

Goods Transported
eCommerce Policy Implementation Strategy & Workflow
 eCommerce Export Platform
Plan to Lift Pakistan Exports Exponentially

Challenges & Recommendations

1. International Logistics & Delivery

 Problem : TCS <> FedEx Model is Expensive
 Solution : TCS <> PO Dept Model | Digital Tx of PO Dept (Exp Dev Fund)

2. Free Lancers
 Problem : Free Lancers find it hard to operate bank accounts
 Solution : SBP policy for Free Lancers to facilitate inbound remittances

3. Purchase Limit
 Problem : Inbound Purchase/Remittance limit is capped
 Solution : Uncapped based on Export Classification & Compliance

eCommerce Policy Implementation Strategy & Workflow

Communications Server

- Secure Communication Server | NewsFeed/Chat/Voice/Video

- Hosted in GoP Data Center

- Integrated with eOffice

- Federal Govt. & Beyond

- Scope can be extended

 Monitoring & Evaluation System
Monitoring & Evaluation System (M&ES) developed by NITB is a generic e-Government
application to enhance the operational efficiency of public sector organizations in their routine
operations.
e-Health
Goal : Empowering patients to take active role in their treatment, provision of medical services in rural
and under severed areas; and allowing the medical professional to collaborate and build knowledge
based decision making platform

• Description:
• Provision of Patient Registration System; Outpatient & Specialties/Consultant, In-Patient & Emergency/Casualty,
Operations Theatre, Intensive Care Unit (ICU), Diagnostic Information, Patient Billing & Income, Medical Stores &
Pharmacy, Medical Record Management System; and Clinical Laboratory Module

• Provision of HR, Finance, Library, Helpdesk, Assets management system

• Benefits
• To reduce the costs of administrative and clinical transactions

• HMIS provides easier patient record management, reduced paperwork, faster information flow between various
departments, greater organizational flexibility, reliable and timely information, minimal inventory levels, reduced
wastage, reduced waiting time at the counters for patients and reduced registration time for patients
Digital Lockers
• Description
– Central secure portal for storing, sharing and signing documents digitally
– Facilitating government agencies and citizen with document tracking, archiving, and information retrieval
systems
– Promote the culture of open system for government so all relevant services/applications can be integrated
– Works with existing documents, forms, and tools, allowing approvals and agreements to be completed digitally
• Benefits:
– Eliminate the tedious, time-consuming tasks of printing, faxing, mailing, and scanning.
– Going digital saves time, reduces errors, and maintains the security of sensitive information
– Streamlined workflows, increase internal efficiency and facilitate citizens and employees
– Reduce Environmental Impact
– Expedite Business Process
 Prime Minister’s Citizen Portal
– PCP is grievance redressal system connecting all government organization both at federal
and provincial levels.
– PCP serves as complementary channel between citizen and government.
– NTIB is providing managed services to Prime Minister Citizen Portal in operation,
maintenance and execution.
– Staff of 17 personal of NITB is managing PM Citizen Portal
– Services includes upgradation of Citizen Portal, bug fixations etc.
– Routine management and support services are delivered by NITB personnel.
Overall feedback of PCP is 57% nation wide

535,134 493,705 39,946 14,82

INDIVIDUALS PAKISTANI OVERSEAS FOREIGNERS
Used the app Users Users Users
 Prime Minister’s Youth Pulse Program
– Prime Minister's Youth Programme is a revolutionary programme for the socio-
economic development of youth.

– It has a broad canvas of schemes aimed at enabling youth and poor segments of
population.

– Youth Pulse Program aims to provide good employment, opportunities, Secure

economic empowerment, Acquire skills needed for gainful employment, Have access to
higher education and IT tools, Access to on-the-job training/internship for young
graduates to improve the probability of getting a productive job.

– NITB is providing developer and graphic designer for Youth Pulse Program.
 Durust Daam Islamabad
 Durust Daam is another citizen oriented e-Government
application developed by NITB.
 It is an innovative mobile application that enables citizens of
Pakistan to know the official prices of essential grocery items on
daily bases.
 It also facilitates home delivery of the these items.
 Baytee Mobile App
NITB has designed this application for the
51% of the countries’ population. Since
this is a women oriented program, it will
be developed, operated and maintained by
women. This application has been
designed to empower women through
technology. It aims at facilitating the ideal
role for women in society and helps them
to feel secure and empowered.
 Mera Bacha Alert
Mera Bacha Alert” is another innovative mobile application that will play a key role in the
nation’s security and sensitivity towards the children.
OPR Online Portal
Another step towards Paper less environment. Online portal for office of the press registrar is
developed by NITB to provide ease for applicant to apply online for NOC, change of
Publication, Change of Language etc.
 Automation of Ehsaas Program
– NITB takes pride in the development, operations, maintenance, and support of this
service of public interest.
– Ehsaas is about the creation of a ‘welfare state’ by countering elite capture and
leveraging 21st century tools.
– It focuses on the central role of human capital formation for poverty eradication,
economic growth and sustainable development; and overcoming financial barriers to
accessing health and post-secondary education.

Focuses on the central role The program is for the

 extreme poor
of human capital formation for 
• Orphans & widows,
poverty eradication
 the homeless & Jobless
• economic growth
 the disabled
• sustainable development
 poor farmers & laborers,
• accessing health
 sick and undernourished
• post-secondary education
 for students
THANK YOU
w w w . n i t b . g o v . p k

National Information Technology Board (NITB)

Ministry of Information Technology and Telecommunication
Government of Pakistan
 Status of PFM Reforms

Presentation to Task Force on

Institutional Reforms & Austerity
17th January, 2020
Finance Division

1
 Agenda
 PFM – Reform Direction
 Implementation of PFM Act, 2019 - key areas and their
current status
 Other related PFM reforms

2
 Reform Direction
Near Term  Medium Term Long Term
• PFM Reform -Governance • Functional Review  • Accrual accounting reforms
• TSA -1 • Budget Process review • Performance Linked
Budgeting
• Cash management Mechanism • Budget Execution Process
improvement
• Mid-Year Budget Report
• Full Fiscal Risk
• Budget Strategy Paper Management
• Curtailing Supplementary
Grants
• Initiate Fiscal Risk Disclosure 
• Budget manual
• Internal Audit

3
IMPLEMENTATION OF PFM ACT

4
 Implementation Committee
 To oversee implementation, communicate reforms, and
propose new reforms
 Formed July 2019 (Cabinet approved)
 Chair: FS
 Members: FD (different wings), DPCO, CGA, AGP
 Regular meetings being held
 Next step: Presentation on the PFM Act in Secretaries
Committee by FS
 Recommendation: Update Parliamentarians on the law
5
 Treasury Single Account
 Cash Mgt & TSA Policy 2019-29 (Cabinet approved in May
2019)
 Draft Cash Mgt and TSA Rules, 2019 – prepared and
circulated for comments to SBP, CGA, FD, NBP, etc.
 TSA Implementation Team: Chair: AFSB. Members: Budget
Wing, Military Finance, SBP, DPCO, NBP, CGA and AGP
 Team requested data on all govt bank accounts and
balances till 30th Sept from SBP, which carried out a survey
with scheduled banks
 Data: 56,458 accounts amounting to deposits of Rs.1.17
trillion 6
 TSA (Contd…)

 Multi-stakeholder workshop held in NIBAF on TSA and

implementation
 All PAOs sent copies of PFM law and TSA policy
 Next steps: Finalization of TSA Rules, and start of
implementation of TSA-1 from Finance Division
 Milestone: Completion of TSA-1 by Sept 2020

7
 Budget Manual

 Formed a committee that drafted a Budget Manual

 The Manual was finalized in Dec 2019 and notified on FD
website and forwarded to all stakeholders
 It provides processes, calendar, roles and responsibilities
and templates for forms, reports, etc.
 Based on the requirements in the Budget Manual – ‘Budget
Call Circular 2020-21’ has been issued to all PAOs

8
 Mid-Year Review Report on Budget

 Report to be tabled in the National Assembly by end Feb –

Section 34
 A budget review process formally put in place
 All PAOs provided data on a set of 7 forms (budget vs actual,
revenues, KPIs, development projects, Fiscal Risk and
Contingent liabilities)
 Q1 review complete
 Q2 review under process
 Template or mid-year finalized and currently data is
gathered
9
 Budget Strategy Paper

Budget Strategy Paper

 To be approved by Cabinet by 15th March and uploaded on
FD website – Section 3
 Will contain medium-term macro-fiscal framework, budget
revenue and expenditure policy priorities, fiscal space
analysis, fiscal risks, and indicative budget ceilings to be
forward to all PAOs
 Work is in progress to prepare the strategy paper

10
 Financial Advisors’ Organization

Financial Advisors’ Organization

 FA Organization (civil) disbanded
 FA’s / DFA’s converted into JS-Exp and DS-Exp as a stop-gap
arrangement
 Role of CF&AO, JS-Admin, Internal Audit, JS-Exp and DS-Exp,
and future Internal Auditors – being discussed and
conceptualized
 Next step: Approach paper on the future roles – with
emphasis on delegation of financial powers without losing
financial propriety
11
 Delegation of Financial Powers

 Draft ‘Delegation of Financial Powers’ under process through

multi-stakeholder work and comments
 Financial Powers in Civil Works in Military Finance revised
 Next step: Finalization and issuance

12
 Cash Forecasting

 Objective: Improve availability of cash, manage cash buffer

with SBP (Federal Consolidated Fund), and revamp funds
release and ways and means
 First step: Ways and means clearance done away with for
Q1-Q3 for development projects
 Second step: Two groups formed:
 Cash management working group: Chair: Joint
Secretary – Budget. Members: SBP, CDNS, FBR, CDNS, CGA,
EAD, EF and Exp Wings
 Cash coordination committee: Chair: FS. Member: FD
(different wings), SBP, and FBR (overseeing the working 13
 Subsidiary rules and regulations

 Areas in the PFM law identified that will require changes to

GFR, TR and SR, System of Delegation of Financial Powers,
New Accounting Model, Manual for Development Projects
etc.
 In addition, in many areas – e.g. supplementary grant
system – a strengthened system needs to be put in place –
work is already in progress on this
 A committee on update of all subsidiary legislation is in the
process of formulation

14
OTHER RELATED REFORMS

15
 Macro-Fiscal Unit

 Deliberations are underway on formation of a macro-fiscal unit

(also referred as ‘Fiscal Policy Unit’) in FD
 Role options can include: Formulation of Revenue policy,
Macro-Fiscal Forecasting, Medium-Term Budgetary Framework
(MTBF), formulation of Budget Strategy Paper and ceilings, etc.
 The unit can either be housed within existing Wings of FD or a
separate wing can be established
 Budget Wing has advertised 6 posts (MP-I) scale.
Macroeconomists, Financial Mgt Experts, Treasurer, Actuary,
etc.

16
 Functional Review of FD

 Discussions underway to seek TA on functional review of FD

 Role, structure, skillset – etc. would undergo review
proposals can be made

17
 IFMIS

 Proposal of conversion of CGA MIS into a ‘company’ - being

reviewed and finalized
 Regular meetings being held to improve data gathering
(from various organizations) and reporting through SAP
system
 Studies conducted for IFMIS connectivity with Pak PWD,
PPOD, Pakistan Railways, and CDNS
 Discussions on ‘moving to accruals’ and preparation of
roadmap underway in CGA

18
THANK YOU

19
 ICT Interventions in collaboration with
S School Education Department

School Education Department

 ICT Initiatives for SED

Recent/Ongoing New Initiatives

1. School Monitoring System for PMIU 7. eTransfer System

2. School Information System (SIS)
3. Complaints management system
4. Automation of PEC exams
5. LitNum assessment system (LND)
6. eLearn (elearn.punjab.gov.pk)
8. Classroom Observation Tool
9. Private School Registration System (PEPRIS)
10. HR Management System (HRMIS)
11. Blended-learning courses for teachers
12. E-Filing

PUNJAB INFORMATION TECHNOLOGY BOARD WWW.PITB.GOV.PK

schools.punjab.gov.pk School Education Department
 A very busy Department
According to estimates, 90% of SED’s time is
spent on HR related activities (Recruitment,
Promotions, and Transfers)

Of the 90%, almost 60% is spent on transfers

That’s and
142postings
days a year!
Keeps everyone busy – teachers, DEAs, SED, and
CM Secretariat.
 Huge Processing Overheads
• ~100,000 teachers apply for transfers every
year
• ~50,000 teachers were transferred by SED last year

• ~ 100 Approving authorities across 36 districts

Marred by long queues, and high dependency on

clerical staff. Extremely cumbersome and
“Safarish-prone”
 Key objectives of the eTransfer
system
• To make the transfer process transparent and merit-oriented
• To make the transfer process systematic, credible, and
reliable
• To minimize human interference, favouritism, and tackle
corruption
• To enforce stipulated timelines (during summer break)
• To help avoid frequent transfers all year round
 What has made eTransfer possible today?
• SED has implemented a standardized School Information System (SIS)
across all (~50,000) public schools in Punjab.
• The SIS App is used by public schools to individually register each
student and teacher at their school - and to self-report data on
enrollment, teachers, posts, facilities, and budgets.
• Teacher data self-reported by public schools has also been
electronically cross-matched against databases of NADRA and PIFRA.
• Through a smart-phone App, public school teachers now have access to
their (SIS) records, through individual User logins/password. The App
also has an “Apply for Transfer” module.
Reengineered for Simplicity and Minimal Operator Intervention
• Fewer in-person visits
• Minimal operator intervention
• Central helpline and complaints
logging
• Easy access to instructions on
applicable policies
 Benefits for School Education
Department
• Minimal human intervention – elimination of clerk-mafia
• Standardization of processes across Province
• Preservation of institutional knowledge, via system rules
• Real-time tracking of the entire transfer cycle, and
analysis
• Transparent, and anti-safarish!
 Benefits for School Education
Department
• Minimal human intervention – elimination of clerk-mafia
• Standardization of processes across Province
• Preservation of institutional knowledge, via system rules
• Real-time tracking of the entire transfer cycle, and
analysis
• Transparent, and anti-safarish!
 Results so far
• 6 rounds of eTransfer processed so far covering following cases:
• Open Merit
• Wedlock/Marriage
• Compassionate Grounds
• Mutual
• Placement of promoted teachers

• More than 55,000 teachers have applied using this system so far, with 200,000+
preferences.
• 30,000+ QR code based orders have been issued on teacher’s mobile application.
 Results so far
Round-1 Round-2 Round-3 Round-4 Round-5 Round-6
Transfer Type
Open Merit (Within district) ✔ ✔
Open Merit (Across district) ✔ ✔
Compassionate/Wedlock/Marriage (Within
district) ✔ ✔
Compassionate/Wedlock/Marriage (Across
district) ✔ ✔
Mutual (Within District) ✔ ✔
Mutual (Across District) ✔ ✔
Placement of promoted teachers ✔ ✔ ✔
Placement of on-disposal/surrendered teachers ✔
 Results so far
For the first time in the history of the Department:
• Sanctioned, filled, and vacant posts at each public school are
available online.
• The transfer eligibility matrix for each post is available online.
• System automatically blocks transfer to schools with surplus
teachers.
• Processing time reduced from 8 months to 2 months!

The School Education Department was able to cut down its

processing time from 8 months to 2 months!