Prajapati Trivedi is currently the Special Envoy for SDG Implementation,Commonwealth Secretariat,[1] London,UK and Distinguished Professor at Management Development Institute (MDI),Gurgaon,India.[2] In addition,he is a visiting fellow at the IBM Center for The Business of Government,Washington,DC,and visiting Economics Faculty at the Harvard Kennedy School of Government,Harvard University.[3] Until January 2018,he was the Senior Fellow (Governance) and Adjunct Professor of Public Policy and Faculty Chair for the Management Programme in Public Policy (MPPP) at the Indian School of Business.[4] He previously served as a Secretary to the Government of India. In January 2009,he was appointed as the first Secretary of Performance Management.[5][6] Based in the Cabinet Secretariat with the responsibility of managing government performance,he reviewed and reported to the Cabinet Secretary/Prime Minister on the performance of all government departments. He also headed the National Authority for Chemical Weapons Convention as its chairman.[7] Dr. Trivedi worked for fourteen years (1994-2009) as a Senior Economist[8] for the World Bank in Washington,DC,before joining the Government of India in 2009. He was previously Economic Adviser to Government of India from 1992 to 1994.[9]
In 2017 he became the first Indian to receive the International Public Administration Award [10] given by the American Society for Public Administration for contributing significantly to the field of public administration as a scholar and practitioner.
He is also the first Indian to be elected a Fellow of the National Academy of Public Administration (NAPA),Washington,DC [11][12][13]
On March 11,2019,Prof. Trivedi was awarded the Harry Hatry Distinguished Performance Management Practice Award for 2019 in Washington,DC. This award is presented each year by the Center for Accountability and Performance (CAP),American Society for Public Administration (ASPA). The Hatry Award is presented to an individual whose outstanding teaching,education,training,and consultation in performance management has made a significant contribution to the practice of public administration.
Applied Microeconomics for Public Policy Makers –A Provisional Text (1991) International Management Publisher,India [ISBNmissing]
This book is a guided tour through an economist's workshop,introducing readers to various microeconomic concepts and their utility in analyzing economic problems. However,unlike many textbooks,this book does not present microeconomics as just one thing after another. The choice of topics was guided by one over-riding criterion:Whether the concept included in the book is useful for understanding or analyzing economic policies,in general,and public policies,in particular.
For every concept included,this book answers the following questions:(a) Why do we need the concept? (b) What is it all about? (c) How can it be used? (d) What are its limitations?
This book differs from other microeconomics texts in another more fundamental way. Each policy is analyzed primarily from the 'public' perspective rather than 'private' perspective. That is,it focuses on 'costs' and 'benefits' from the society's point of view rather than an individual's point of view. It does not,however supplant the private perspective,rather,it supplements it. This book has emerged out of the author's lecture notes which have been used for more than four decades at several workshops (e.g.,Public Enterprise Workshop and Budget Workshop) organized by the erstwhile Harvard Institute for International Development (HIID) and the Mid-Career Masters Programme in Public Administration (MPA) at the Harvard Kennedy School of Government,Harvard University. In addition,this book has been used in training programs at the World Bank. Lal Bahadur Shastri National Academy of Public Administration,and in regular courses taught at leading universities in the United States,India and Singapore.
How to Implement Privatization Transactions –A Manual for Practitioners Rutledge Books,US, ISBN1582440492, 2000
One of the first such practical toolkits for privatization written in early 90s. This book demystifies the process of implementing privatization transactions and shares international experience in privatization implementation. It is a practical guide that informs the reader in simple, non-ideological, and clear terms of the various steps in implementing a privatization decision. The focus is on the "how to" aspects of implementing privatization rather than the "why to" side of the privatization debate.
This book: (a) Provides an overall understanding of the privatization process; (b) Assists in the planning the logistics to implement the privatization decisions; (c) Facilitates in the implementation of the privatization transaction; (d) Guides in the supervision of consultants (financial advisors) recruited to implement the privatization transaction; (e) Improves the design of privatization policies by painting a realistic picture of the implementation phase.
This manual for practitioners will be useful to policymakers responsible for implementing privatization transactions, those attending or running training programs on privatization, and those who serve as privatization consultants and advisors on both sides of the privatization transaction.
"How to Implement Privatization Transactions" is also replete with ready-made tools for speedy implementation of a privatization transaction.
Examples of these tools include the following:
Sample forms and tables which as be adapted for use in most privatization transactions.
Sample outlines and documents which offer samples of real-life, best practice documents used in various countries.
Sample advertisements can be most helpful in kicking off a fast-track implementation program.
Memorandum of Understanding – An Approach to Improving Public Enterprise Performance
International Management Publisher, India ( ISBN81900140005Parameter error in {{ISBN}}:length), 1990
The Memorandum of Understanding (MOU) is a major policy initiative of the Indian Government towards its public enterprises. Currently more than 100 of the largest public enterprises, accounting for approximately 95 percent of the total public sector turnover in India, sign MOUs with the Government. The concept of the MOU is very straightforward. Essentially, it is a contract between the Government and a public enterprise in which the two parties come to a mutual understanding regarding the targets to be fulfilled by the public enterprise and the corresponding obligations of the Government which are considered essential to ensure the fulfillment of these targets. It is also referred to as Performance Contract, performance Agreement, Contratos de Rendemientos, etc. in different parts of the world. However, curiously enough, there is tremendous misunderstanding regarding this important subject. A major reason for this lack of public discussion is the fact that there is hardly any material available on MOUs. This book was the first of its kind on this important subject. It brings together a rare collection of reading dealing with the international experience with MOUs.
The book is divided into seven sections. The first one presents an overview of the conceptual and empirical issues relating to MOUs. The subsequent sections deal with the experience of MOU type approaches in France, Senegal, Pakistan, Korea and Bangladesh. The last section documents the Indian experience with regard to the design and implementation of MOUs.
Using his vast experience and familiarity with the public enterprise literature, Professor Prajapati Trivedi has carefully selected a set of papers and documents that have become essential reading for policy makers, academicians and public enterprise managers dealing with MOUs, not only in India but around the world.
A Critique of Public Enterprise Policy, International Management Publisher, India ISBN81900140007Parameter error in {{ISBN}}:length. 1992
This book contains a collection of original papers written and published by Professor Prajapati Trivedi on various aspects of public enterprise management and policy. While the book is centered around the Indian public enterprise policy, the issues (problems and solutions) discussed in the book are truly transcendental in their relevance. Policy makers from other countries have found it equally relevant to their context. The distinguishing feature of this book is a common framework for analyzing various aspects of public enterprise policy. This approach allows the reader to see the interrelationships between them and is also designing public policies that are consistent with each other.
The unifying conceptual framework used in the book has come to be known as the Signaling System Approach. According to this framework, the root cause of most of the problems associated with public enterprises can be traced to the fact that they are confronted with multiple principals who have multiple goals, which are often conflicting. The book describes various approaches to manage public enterprises and design public policies given this background. The book contains nine sections dealing with the following areas of public enterprise policy:
Origins of Public Enterprises
Performance Evaluation of Public Enterprises
Comparative Performance of Public and Private Enterprises
Institutional Arrangements for Managing Public Enterprises
Performance Information Systems for Public Enterprises
Public Enterprise Pricing Policies
Expert Committees on Public Enterprises
Issues Relating to Motivation (incentives) in Public Enterprises
Privatization of Public Enterprises
This unique book combines state of the art in public enterprise theory as well as practical insights regarding the design and implementation of public enterprise policy. It is an essential reading for all students of public enterprise management and policy.
Performance Management in Government – A Primer for Leaders. Commonwealth Secretariat, London
Governments are complex, multi-layered organisations and, not surprisingly, government effectiveness and efficiency have many dimensions. However, the diversity that exists among nations and their governments tends to obscure three key facts. First, many of the problems involved in managing government are a result of a few underlying causes. Second, the underlying causes of poor government performance are similar in nature across a diverse set of countries. Third, countries have successfully dealt with these (few) underlying causes using remarkably similar approaches. Viewed in this light, the challenge of government performance management appears more manageable.
Written succinctly in non-technical language, this book is meant to help government leaders identify the underlying causes of poor government performance and then apply proven strategies to fix these. The book cautions Government leaders against the natural temptation to cure the symptoms - this approach represents a temporary solution at best, and the list of symptoms can be too large to fix. Fixing underlying causes, on the other hand provides a more sustainable long-term solution.[14]
Performance Related Pay – A Primer on 7th Pay Commission. Indian School of Business, Mohali, December 2015
This book fills a perceived glaring void in the availability of information on the key building blocks for the Seventh pay Commission recommendations on Performance Related Pay (PRP). It brings together at one place all relevant information for making an informed decision about the merits of the Seventh Pay Commission recommendations on PRP.
The three building blocks for the recommendations for the PRP are: Results-Framework Document (RFD), Performance-Related Incentive Scheme (PRIS) and Annual Performance Appraisal Report (APAR). It is hard to fully appreciate the recommendations of the Seventh Pay Commission without a solid understanding of these three distinct though interrelated concepts. This Primer includes three sections giving details of these concepts. These sections are designed to be self-contained essays and can be read individually.
Related Research Articles
Public policy is an institutionalized proposal or a decided set of elements like laws, regulations, guidelines, and actions to solve or address relevant and real-world problems, guided by a conception and often implemented by programs. These policies govern and include various aspects of life such as education, health care, employment, finance, economics, transportation, and all over elements of society. The implementation of public policy is known as public administration. Public policy can be considered to be the sum of a government's direct and indirect activities and has been conceptualized in a variety of ways.
The Master of Public Policy (MPP), is one of several public policy degrees. An MPP is a master's-level professional degree that provides training in policy analysis and program evaluation at public policy schools. The MPP program places a focus on the systematic analysis of issues related to public policy and the decision processes associated with them. This includes training in the role of economic and political factors in public decision-making and policy formulation; microeconomic analysis of policy options and issues; resource allocation and decision modeling; cost/benefit analysis; statistical methods; and various applications to specific public policy topics. MPP recipients serve or have served in the public sector, at the international, national, subnational, and local levels and the private sector.
Public administration, or public policy and administration refers to "the management of public programs", or the "translation of politics into the reality that citizens see every day", and also to the academic discipline which studies how public policy is created and implemented.
The Institute of Public Enterprise (IPE) was established in 1964 for the study of issues and policies relating to public enterprise (PEs). S S Khera, ICS, the Cabinet Secretary, Government of India, had conceived the idea of a research institution that would undertake a systematic and sustained study of issues relevant to the formulation of policies towards public enterprises. In the early sixties, when PEs were designed as the principal instrument to serve the social and economic objectives of development, Khera felt a need for an institute that would collect information on PEs, study issues, and undertake consultancy and training for PEs.
New Public Management (NPM) is an approach to running public service organizations that is used in government and public service institutions and agencies, at both sub-national and national levels. The term was first introduced by academics in the UK and Australia to describe approaches that were developed during the 1980s as part of an effort to make the public service more "businesslike" and to improve its efficiency by using private sector management models.
Articles in economics journals are usually classified according to JEL classification codes, which derive from the Journal of Economic Literature. The JEL is published quarterly by the American Economic Association (AEA) and contains survey articles and information on recently published books and dissertations. The AEA maintains EconLit, a searchable data base of citations for articles, books, reviews, dissertations, and working papers classified by JEL codes for the years from 1969. A recent addition to EconLit is indexing of economics journal articles from 1886 to 1968 parallel to the print series Index of Economic Articles.
Capacity building is the improvement in an individual's or organization's facility "to produce, perform or deploy". The terms capacity building and capacity development have often been used interchangeably, although a publication by OECD-DAC stated in 2006 that capacity development was the preferable term. Since the 1950s, international organizations, governments, non-governmental organizations (NGOs) and communities use the concept of capacity building as part of "social and economic development" in national and subnational plans. The United Nations Development Programme defines itself by "capacity development" in the sense of "'how UNDP works" to fulfill its mission. The UN system applies it in almost every sector, including several of the Sustainable Development Goals to be achieved by 2030. For example, the Sustainable Development Goal 17 advocates for enhanced international support for capacity building in developing countries to support national plans to implement the 2030 Agenda.
Management Development Institute (MDI) is private business School in India. It was established in 1973 by Industrial Finance Corporation of India and is located in Gurgaon, a commercial hub near the Indian capital of New Delhi.
Public administration theory refers to the study and analysis of the principles, concepts, and models that guide the practice of public administration. It provides a framework for understanding the complexities and challenges of managing public organizations and implementing public policies.
Nagarajan Vittal was an Indian civil servant who held a number of senior positions in the Government of India, most prominently that of central vigilance commissioner.
Governance is a broader concept than government and also includes the roles played by the community sector and the private sector in managing and planning countries, regions and cities. Collaborative governance involves the government, community and private sectors communicating with each other and working together to achieve more than any one sector could achieve on its own. Ansell and Gash (2008) have explored the conditions required for effective collaborative governance. They say "The ultimate goal is to develop a contingency approach of collaboration that can highlight conditions under which collaborative governance will be more or less effective as an approach to policy making and public management" Collaborative governance covers both the informal and formal relationships in problem solving and decision-making. Conventional government policy processes can be embedded in wider policy processes by facilitating collaboration between the public, private and community sectors. Collaborative Governance requires three things, namely: support; leadership; and a forum. The support identifies the policy problem to be fixed. The leadership gathers the sectors into a forum. Then, the members of the forum collaborate to develop policies, solutions and answers.
The Singareni Collieries Company Limited or SCCL is a government-owned-coal mining corporation in India. It is under the ownership of Department of Energy, Government of Telangana. The Union Government's administration of the company is through the 49% ownership held by Ministry of Coal. SCCL is currently operating 40 mines where 18 opencast and 22 underground mines in 6 districts of Telangana with a manpower around 39,856 as of Nov. 2023. SCCL is contributing 9.2% in the all India Domestic Production. Since inception (1889) 1.36 BT of Coal is extracted by SCCL and it has proved reserves of 10.84 BT.
KIIT School of Management (KSOM) is a private business school located in Bhubaneswar, Odisha, India. It was established in 1993 as the Institute of Business Administration and Training. It is a constituent institute of Kalinga Institute of Industrial Technology.
Bakul Harshadrai Dholakia is the former Director of Indian Institute of Management Ahmedabad (2002–2007). Prior to that, he was the Dean at Ahmedabad (1998–2001) and a professor in Economics He was also the Director General of International Management Institute, New Delhi. Prior to joining IMI New Delhi, he was the Director of Adani Institute of Infrastructure Management and Gujarat Adani Institute of Medical Sciences, Bhuj.
The IBM Center for The Business of Government is an independent business think tank that focuses on management issues in the U.S. Federal government. Founded in 2002, the Center is located in Washington, D.C.
Moosa Raza was an Indian civil servant who was the chairman of the South Indian Educational Trust (S.I.E.T.), which runs six educational institutions; he was also chairman of the executive committee of Coastal Energen Pvt. Ltd. Raza has written a widely read book, Of Nawabs and Nightingales.
Infrastructure asset management is the integrated, multidisciplinary set of strategies in sustaining public infrastructure assets such as water treatment facilities, sewer lines, roads, utility grids, bridges, and railways. Generally, the process focuses on the later stages of a facility's life cycle, specifically maintenance, rehabilitation, and replacement. Asset management specifically uses software tools to organize and implement these strategies with the fundamental goal to preserve and extend the service life of long-term infrastructure assets which are vital underlying components in maintaining the quality of life in society and efficiency in the economy. In the 21st century, climate change adaptation has become an important part of infrastructure asset management competence.
The Performance Management Division, Cabinet Secretariat was set up by the Government of India in January 2009. The Division was established with a view to assess the effectiveness of Government Departments in their mandated functions. Reporting to the Cabinet Secretary, Dr Prajapati Trivedi was made the first secretary, Performance Management with a mandate to roll out the PMES. In the year 2013 the system extends to 80 Departments/Ministries with around 800 responsibility centres.
Rosemary O'Leary is Emerita Distinguished Professor at the Maxwell School of Syracuse University and Emerita Distinguished Professor at the University of Kansas. Her research focuses on public management, collaboration, conflict resolution, environmental and natural resources management, and public law. She is most acknowledged for her scholarship exploring dissent in public organizations and collaboration to improve public service.
Disinvestment in India is a policy of the Government of India, wherein the Government liquidates its assets in the Public sector Enterprises partially or fully. The decision to disinvest is mainly to reduce the fiscal burden and bridge the revenue shortfall of the government. The key engine in achieving growth in India during post-independence was played by Public Sector Enterprises (PSE). Among other responsibilities of PSE's post-independence, the social and developmental obligations of the nation were most important, which resulted in these units escaping competitive race. Later on the activities of the PSU's were divergent, concentrating towards more non-core areas like hotels and consumer goods among others. Further, the public enterprises were used as tools for political and bureaucratic manipulation; which was consequential in low capacity utilization, reduced productivity, failure to innovate, and complex decision-making processes on vital issues of development.
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