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    Organization

    Organizational Structure

    The Institute has been registered under the Haryana Registration and Regulation of Societies Act, 2012 on 03.11.2016. The Governing body of the Institute is headed by Hon’ble Chief Minister, Haryana as Chairman, Finance Minister, Haryana as Vice Chairman, Chief Secretary, Government of Haryana as President, Administrative Secretaries of Revenue, Finance & Planning, Excise & Taxation, Urban Local Bodies, Development & Panchayats and other officers of Finance Department as Members of the Society and Director of the Institute as a Member Secretary.

    The Director of the Society shall be responsible for the proper administration of the affairs of the Society under the direction and guidance of the Governing Body of the Society.

    Under the supervision of the Director, there will be three major wings comprising of Technical/Managerial Wing, SDG Wing, and Administrative Wing. These wings will work together for the smooth functioning of the Society. Initially, the following six components will be constituted. Each component will be headed by a Research Team Leader to lead their respective research teams for the research activities in various fields. The activities will be driven by a team of professionals from the United Nations Development Programme, especially for SDG, and/or drawn on deputation/transfer from Central and State Government, reputed academic institutes, as well as on Contractual Appointments. There will be one Administrative Wing to take care of administrative works. The brief descriptions of components are:

    1. Public Resource Management

    The Need:

    • Resource Management is an efficient and effective development of an Organization’s resources when they are needed. Such resources may include financial resources, inventory, human skills, production resources, or information technology. The Public Resource Management Cell in the Institute will be looking at the analysis of:
      • Investment of Surplus cash balance.
      • Contingency Fund.
      • Monitoring the progress of receipts.
      • Recovery of Government of Haryana’s share in plan expenditure and resources for plan expenditure.
      • Assessment of resources plan expenditure.
      • Arrangement for promotion and monitoring of the flow of Institutional credit for banking and credit institutions including international credit Organizations for Government/semi-Government agencies, Public sector undertakings, and Co-operatives.
    • Formulating and reforming Public Policies by providing an analytical platform.
    • Making significant contributions to Policy recommendations of indirect taxation, Domestic taxes in the state including GST.

    2. Public Expenditure Management

    The Need:

    • Focusing on performance for the results achieved with expenditure, with a potential to engage all stakeholders in pursuit of budgetary and financial management reform.
    • Linkage between policy-making, planning, and budgeting, which is essential for sustainable improvements in all dimensions of budgetary outcomes.
    • Monitoring of well-functioning accounting and financial management systems and boosting Government capacity to allocate and use resources more efficiently and effectively.
    • Fiscal and financial discipline by:
      • Control of aggregate expenditure to ensure affordability; that is, consistency with the micro-economic constraints.
      • Effective means for achieving a resource allocation that reflects expenditure policy priorities.
      • Efficient delivery of public services.
      • Minimization of the financial cost of budgetary management.

    3. Public Debt Management

    The Need:

    • Planning of government borrowings, including market borrowings, Sovereign Gold Bond (SGB) issuance, improving cash forecasting, monitoring cash balances, and fostering a liquid and efficient market for Government Securities.
    • Advising the government on matters related to capital market operations, investment, administration of interest rates on small savings, etc.
    • Developing an integrated Debt Database System (IDMS) as a centralized database for all liabilities of Government on a real-time basis.
    • Need for setting up of Public Debt Management System:
      • Bringing financial sector reform.
      • Facilitating better planning and management of market borrowings of Governments.

    4. State Finance Commission

    The Need: The 5th State Finance Commission submitted their report to the Government of Haryana in 2017, and in order to follow up on its recommendations, the SFC Cell will be established under SJHIFM.

    • The State Finance Commission Cell will prepare comprehensive formats for soliciting information/data on various aspects of local finances, i.e., income and expenditure of all tiers of PRIs and ULBs (Municipalities) for the last five years and projections for the next five years.

    • The SFC Cell will design a comprehensive questionnaire covering all aspects of the TOR of the Commission and the basic issues before the Commission and circulate it to all MPs of Lok Sabha and Rajya Sabha from Haryana, all State Ministers and MLAs, opposition leaders, Chairpersons and members of all tiers of PRIs and ULBs, Administrative Secretaries, HODs, Chairpersons/MDs of Boards and Corporations, Divisional Commissioners, DCs, Universities, Government Colleges, District Bar Associations, NGOs, reputed research institutions dealing with rural and urban development, experts, intellectuals, and eminent persons from various fields of public life, and other stakeholders for eliciting their considered views and suggestions on the issues before the Commission.

    • The SFC Cell will look at the implementation of the previous State Finance Commission’s report and assist in data collection for the next Finance Commission.

    5. Program Evaluation

    The Need:

    • Program evaluation is a systematic method for collecting, analyzing, and using information to answer questions about projects, policies, and programs, particularly about their effectiveness and efficiency.
    • In both the public and private sectors, stakeholders often want to know whether the programs they fund, implement, vote for, receive, or object to are producing the intended effect.
    • Important considerations often include how much the program costs per participant, how the program could be improved, whether the program is worthwhile, whether there are better alternatives, if there are unintended outcomes, and whether the program goals are appropriate and useful.
    • Evaluators help to answer these questions, but the best way to answer the questions is for the evaluation to be a joint project between evaluators and stakeholders.
    • Program evaluations can involve both quantitative and qualitative methods of social research. People who do program evaluation come from many different backgrounds, such as sociology, psychology, economics, social work, and public policy.
    • Program evaluation may be conducted at several stages during a program’s lifetime. Each of these stages raises different questions to be answered by the evaluator, and correspondingly different evaluation approaches are needed:
      • Assessment of the need for the program.
      • Assessment of program design and logic/theory.
      • Assessment of how the program is being implemented (i.e., is it being implemented according to plan? Are the program’s processes maximizing possible outcomes?).
      • Assessment of the program’s outcome or impact (i.e., what it has actually achieved).
      • Assessment of the program’s cost and efficiency.

    6. Sustainable Development Goals Coordination Centre (SDGCC)

    The Need: Based on the SDG VISION 2030 document, an SDG Coordination Centre (SDGCC) will be established as part of the SJHIFM under the management of UNDP to help all government departments coordinate their efforts in achieving the ambitious goals set under the SDG VISION Document.

    • SDGCC will formulate a strategy for capacity building and training of field-level officers, including developing suitable training modules and grooming master trainers. The Centre will also undertake a project through an appropriate agency for identifying, collecting, and disseminating best practices and success stories from Haryana.
    • SDGCC will be responsible for initiating action for convening conclaves, conferences, and workshops on SDG-related issues, as well as meetings at the government level, as and when required. The Centre will also organize field-level conclaves at the State level to create awareness about SDGs at the divisional/district levels and finalize modalities for preparing field-level action plans. Goal-wise Partnership Conclaves will also be organized soon after this, as well as Partnership Conclaves with the corporate sector.
    • In short, the SDGCC would focus on the following:
      • Develop an institutional mechanism and suggest policy-level changes for efficient coordination to implement SDG VISION through the establishment of a technical and management support group at appropriate levels.
      • Develop a communication strategy as well as IEC materials (in local language and illustrative form) for making government functionaries and the public aware of their roles and responsibilities to achieve SDG VISION for the State.
      • Build internal State capacity on SDGs and support public digital literacy, awareness creation, high-quality knowledge management, and capacity building systems and partnerships.
      • Coordinate SDG Implementation and localization at the district/village level.
      • Help mobilize human, financial, and physical resources and manage their utilization.
      • Ensure concurrent monitoring of targets and data feedback by creating dashboards.
    • SDGCC will have the following 5 components:
      • SDGCC Outcome 1 – Build awareness and capacity of all stakeholders around SDG VISION of Haryana and its targets.
      • SDGCC Outcome 2 – Implement SDG VISION 2030 through integrated plans and using IT solutions for all state departments and in all Districts and GPs.
      • SDGCC Outcome 3 – Strengthen systems, adopt world-class best practices, and innovate newer processes, policies, schemes, rules, or structures to help implement SDGs.
      • SDGCC Outcome 4 – Establish plans and systems to mobilize partners and resources to meet the unprecedented need for human, financial, and physical resources.
      • SDGCC Outcome 5 – Ensure M&E systems are in place to collect data and monitor progress in target achievement as set in the SDG VISION 2030 document.
    • SDGCC will have two distinct and separate units:
      • Project Management Unit.
      • Project Implementation Unit.