Abstract
Spurred by the national vision of Viksit Bharat @2047, the present study attempts to achieve the goal of presenting a pathway for evidence-based decision-making by conceptualising a framework for building a unified Data Exchange Digital Public Infrastructure (DPI), christened by the authors as ‘जिला डेटा मंच’ ( Jila Data Manch, JDM). The evolution of this framework is more explicitly evident in the District Good Governance Index (DGGI) project, developed for the state of Uttar Pradesh (UP) in India (https://www.iipa.org.in/cms/public/page/DGGI)
Inspired by her institutions Director-General, the first author had jointly curated UP-DGGI through her parent organisation, viz. Indian Institute of Public Administration (IIPA), New Delhi. UP-DGGI proved to be the driving force for evidence-based decision-making for all 75 districts of the UP state, and it also sowed the idea for conceptualising ‘जिला डेटा मंच’, alias JDM, espoused in the present study. The motivating presumption for the JDM has been that to meet the aspirations of its people, governance efforts at the national and state levels need to devolve to the district/local levels. Therefore, JDM focuses on district-level data related to all governance sectors, such as education, health, agriculture, industry, and commerce, for all 788 districts of India and applies basic principles of predictive Artificial Intelligence (AI) in public administration. This kind of central data repository, therefore, is expected to promote transparency and accountability, service delivery, and also contribute to the socio-economic development of particularly aspirational districts.
Keywords: Viksit Bharat, digital public infrastructure, digital public goods, district data, exchange, good governance, India, evidence-based decision making, digital Platform, 2047, public service delivery, district good governance index, Indian Institute of Public Administration, Jila Data Manch, SDGs.
1. Introduction
Public Infrastructure, such as roads, transportation, and irrigation, is meant to ‘connect’ the populace with non-rivalrous consumption. The same analogy applies to Digital Public Infrastructure (DPI). Although it comprises platforms, apps, codes, protocols, multiple systems, and processes, DPI integrates them into a cohesive ‘digital stack’ to deliver essential services population-wide. Such a digital system can be implemented as a proprietary solution or through open-source solutions where multiple stakeholders collaborate to design and implement a digital solution for societal good. Its protocols boast essential features such as ‘interoperability,’ ‘security-by-design,’ ‘privacy-by-design,’ and much more. It could ideally have a multi-lingual, multi-modal user interface (UI) to provide seamless user experiences (UX) to diverse types of users. DPIs are, therefore, expected and should be designed to democratise the data economy.
Understanding DPI: A DPI is generally a set of open digital capabilities. Its purpose is to create a data impact at scale such that an ecosystem emerges to protect stakeholders (https://digitalpublicgoods.net). A DPI has two essential components: Building Blocks and Digital Public Goods (DPG). A ‘Building Block’ is a crucial element of software design. It includes the software code, digital platforms, and interoperable applications that provide essential digital services for a wider audience. ‘Digital Public Goods’ are open-source solutions, models, systems, standards, and open content. DPGs are primarily developed to achieve Sustainable Development Goals (SDGs). DPI uses both building blocks and DPGs to deliver digital solutions at a population-wide scale and can be implemented or regulated by the government. The ‘stack’ of data, systems, processes, standards, solutions, and implementation practices that comprise a DPI is connected and shared through Application Programming Interfaces (APIs). APIs can be understood as standard software interfaces or as digital pipelines for varied software systems to ‘talk’ to each other. DPIs can be ‘foundational DPIs’ and ‘sectoral DPIs.’ For example, ‘BharatMaps’ (bharatmaps.gov.in) is an integrated base map service provided by the National Informatics Centre (NIC) and the Ministry of Electronics and Information Technology (MeitY). It is a ‘foundational DPI’ for geo-informatics. Another example is OpenCRVS (opencrvs.org), a ‘foundational DPI’ solution for responding to all aspects of Civil Registration. An example of a ‘sectoral DPI’ is India’s DIKSHA (diksha.gov.in). It provides open digital content for school education. Similarly, ‘UPYOG’ is the urban governance ‘sectoral DPI’ that assists municipal bodies across India to improve service delivery mechanisms. By leveraging the implementation of DPIs, a country can enhance its digital ecosystems, improve public services, and drive inclusive development (World Bank, 2021). Governments worldwide view DPIs as an aid to sharing the fruits of digital transformation throughout their countries without any differentiation. DPIs can be created for ‘digital identity’ management, digital financial transactions, or centralizing related national/sectoral data in data exchanges.
Understanding Data Exchange DPI: Data Exchange DPI is the foundation for the secure, efficient, and scalable data exchange across a wide range of digital platforms and services. It has several features, including a ‘Data Dictionary’, which serves as a repository of metadata and related descriptions of all the data sets being collated in the data exchange as well as ‘Data APIs’, which serve as real-time data-sharing protocols/ Application Programming Interfaces (APIs) that allow developers to access and integrate data into their applications and services. Apart from this data exchange, DPIs also boast of ‘Data Interoperability Standards’ that serve as data standardization mechanisms, formats, and interfaces for seamless interoperability between disparate systems and entities, as well as a ‘data governance framework’ that comprises guidelines, policies, tools, and techniques for ensuring data quality, privacy, and security. With all these provisions, a data exchange DPI enables interoperability between different systems while maintaining data integrity to support real-time, data-driven decision-making.
2. Tracing the Genesis of ‘जिला डेटा मंच’ (‘Jila Data Manch’ alias ‘JDM’) from IIPA’s UP-DGGI
Good Governance Index (GGI), developed by the Department of Administrative Reforms and Public Grievances (DARPG), Government of India (GoI), ranks Indian states on various aspects of Governance, such as ‘Agriculture’, ‘Public Health’, and so on, also referred to as ‘sectors’ of governance. The states are ranked on 10 such sectors and 58 indicators. The District Good Governance Index (DGGI) is a natural extension of the states' GGI to benchmark governance at the district level. In particular, UP-DGGI is the district-level good governance index for Uttar Pradesh, developed by IIPA, a research, capacity-building, and policy think-tank institution of the Government of India. Taking a cue from DARPG’s GGI, UP-DGGI
(https://iipa.org.in/upload/DGGI_Uttar_Pradesh.pdf) benchmarks governance under 10 sectors: ‘Agriculture and Allied Sectors’, ‘Industry’, ‘Human Resource Development’, ‘Public Health’, ‘Public Infrastructure’, ‘Social Welfare’, ‘Law and Order’, ‘Environment’, ‘Citizen-Centric Governance’, and ‘Economic Governance’ (Table-1) on 68 indicators across all 75 state districts of Uttar Pradesh. It also used lessons from DGGI developed for the Union Territory of Jammu and Kashmir. This approach saved the project from reinventing the wheel. It would be relevant to understand how UP-DGGI was successfully developed. This would help expand the same and conceptualise a similar framework for all the districts of India. A bird's eye view of UP-DGGI methodology is presented herewith.
(i) Identification of Sectors and Indicators: The sectors and their respective indicators evolved after several rounds of consultation and recursive inputs from all concerned stakeholders including officials of DARPG, Govt. of India; Chief Secretary UP, Principal Secretaries of Planning and Administrative Reforms; Director General of Uttar Pradesh Academy of Administration & Management; Director and senior officials at Directorate of Economics and Statistics (DES), officials of various line departments of Government of UP as well as Director General and senior officials of IIPA ( first author etc), New Delhi. These consultations contributed immensely to understanding national and state priorities, and 2-10 indicators were developed per sector (Table 1), depending on the priorities and availability of the data with the respective line departments.
Table 1: List of 10 Sectors and Number of Indicators per Sector for UP-DGGI
(ii) Weightage Assignment: Each sector was given equal weightage, and indicators within each industry were assigned specific weights based on their impact on governance. These weights were also assigned based on the state priorities and gleaned after several rounds of stakeholders’ discussions.
(iii) Data Collection: The time frame used for data was mainly Financial Year - FY 2021-22, 2020-21, 2019-20, and Census 2011 data. Data was collected from various government sources, such as the published data of the Government of UP by the Directorate of Economics and Statistics, Government of Uttar Pradesh. Additionally, data was compiled from existing sources of line departments and district-level offices of concerned departments in the state. These included annual reports, statistical reports, factsheets, and so on.
(iv) Sector Scores and District Scores: Districts were scored based on their performance in each indicator. The sector score for each district was calculated by multiplying the indicator value of each district by the given weight. The value obtained for all indicators of a sector for that district was added to get the overall sector score for that district. Since this exercise was undertaken for the first time, the direct calculation method was preferred over the percentage change in the value of an indicator. This helped to establish a baseline for future versions of the index. These sector scores for all 10 sectors were then aggregated to provide an overall score for each district.
(v) Ranking: These district scores were ranked from their highest to lowest value to get a district ranking from 1 to 75. For ease of understanding, the district ranks obtained were further represented in three categories: ‘achiever districts’, ‘performer districts’, and ‘aspirant districts’. Based on the ranking for the financial year (FY) 2021-2022, the top 5 ‘achievers' districts were Gautam Buddha Nagar, also called GB Nagar (formerly called ‘Noida’), Ghaziabad, Lucknow, Gorakhpur, and Varanasi. Similarly, Pilibhit, Amethi, and Fatehpur were some of the top 3 ‘performer districts’, whereas districts named Balrampur, Sambhal, Sitapur, Banda, and Shravasti were some of the ‘aspirant districts’ as per UP-DGGI ranking (Figure 1).
Figure 1: Overview of Rankings of 75 Districts of UP (For the Financial Year 2021-22)
Further, district-wise analysis of UP-DGGI also highlighted each district's top-grossing (and poor-performing) sectors. Some of the top-performing sectors of some districts of the UP are indicated herewith:
• GB Nagar ( formerly Noida): It was spotted at the top in the ‘Industry & Commerce’, ‘Economic Governance and Financial Inclusion’, and ‘Social Welfare and Development’, which has made it top in the overall ranking
• Ghaziabad: The district was spotted at the top of the ‘Public Infrastructure and Utilities’ sector. However, its consistent performance over the last two years in all other sectors has made it achieve the second position in the overall ranking.
• Lucknow: Similarly, high scores in ‘Public Health’ and ‘Human Resource Development’ placed this district among the top-performing districts.
• Varanasi: This district performed strongly in ‘Citizen-Centric Governance’ and ‘Economic Governance and Financial Inclusion’.
• Gorakhpur: It was notable for its performance in the ‘Agriculture’ and ‘Social Welfare and Development’ sectors.
• Agra: This district displayed commendable performance in ‘Public Infrastructure’ and ‘Law and Order’ scores.
• Meerut: This district's strength was displayed in the ‘Industry’ and ‘Environment Governance’ sectors.
Besides developing and populating UP-DGGI, IIPA also created an interactive online dashboard: https://iipa-ggi.in/for UP-DGGI. On this dashboard, the state government statistics department can feed raw data on each indicator and analyse the detailed performance of each district/division, sector, and indicator-wise, along with the best possible benchmark. With the public sector’s rapid digitisation, a vast amount of data is distributed across various apps, platforms, and systems. The experience with UP-DGGI proved that this data can be easily collated using new-age technologies and that such a cohesive data analysis and representation helps policymakers and district authorities design specific action plans and measure progress in public service delivery. The online dashboard also empowers citizens and businesses to gauge correctly and influence government efforts to improve the quality and access to public services right at the click of a mouse button. UP-DGGI, therefore, sets the stage for conceptualising ‘जिला डेटा मंच’ (‘Jila Data Manch’ alias JDM) (Jila (ज़िला) is the Hindi word to refer to the "district", which is the basic administrative unit under a state or union territory under the federal system of India, and Manch is the Hindi word for “forum”), that could serve as a centralised nationwide data exchange DPI. The concept, design, and implementation of JDM is expected to yield the sharing of sectoral district data without any of the respective state agencies losing their data ownership.
Need for Conceptualizing JDM as a DPI: Multiple independent bodies are involved in creating and uploading data, which has inadvertently resulted in a complete lack of standardisation and interoperability, particularly at the district level. Several attempts are underway to collate Indian rural data; for instance, the Indian Rural Data Observatory is an ambitious research-based initiative of the Rural Data Research and Analysis Lab, IIT Bombay (https://www.indianruralobservatory.org). However, most of the data lies in spreadsheet or PDF formats as summarised in the Compendium of Datasets and Registries in India (https://mospi.gov.in/compendium-datasets-and-registries-india). All these initiatives of building district databases are a step in the right direction. However, only a tiny share of decision-making requirements is holistically met through such isolated attempts. These databases pertain mostly to one activity or a group of activities, but not the entire district or all the sectors. Further, several versions of the same data set prevail, leading to conflicting ownership. Even when used together, these databases cannot address all of a district’s governance issues. Thus, governance suffers from the fragmentation and inefficiencies of poor data management.
Therefore, to drive evidence-based decision-making, there is an urgent need for a holistic, whole-of-district approach. Resultantly, a centralised district data exchange DPI christened ‘जिला डेटा मंच’ - JDM, has been conceptualised in the present study. The authors propose that JDM be updated from the organic source of origin at the district level and maintained nationally. Such centralised access could resolve issues assailing public service delivery and related governance ills by providing real-time, validated data available to all stakeholders from this single point of access.
3. Designing and Developing ‘जिला डेटा मंच’ (‘Jila Data Manch’ alias ‘JDM’)
The proposed data exchange DPI aims to create a Unified Data Exchange titled ‘जिला डेटा मंच’ (JDM) for all the 788 districts to centralise governance data indicators on the key sectors. Akin to UP-DGGI, the appropriate creation and use of JDM will create a robust process for monitoring progress and identifying governance gaps for all the districts in various sectors at the district level for the identified indicators. Learning from the UP-DGGI methodology (Section 2) as well as related global best practices, the design and development of JDM could be undertaken in the following phases:
i. Phase 1 - Establish Data Governance Framework
Setting up a solid data governance framework is crucial in this first phase. Globally, Europe's General Data Protection Regulation (GDPR) is an excellent example of how important it is to keep data secure and ensure ethical usage. Research by Janssen and Kumar (2016) highlights the need for clear data governance policies, providing security and transparency when governments exchange data. Similarly, India’s Personal Data Protection Bill (2022) emphasises protecting citizens' data (Malhotra & Malhotra, 2024), much like global efforts in securing sensitive information. Projects like UP-DGGI in Uttar Pradesh have shown how a standardised data collection and reporting approach can help improve governance.
ii. Phase 2 - Stakeholder Engagement
Engaging stakeholders early and often ensures the platform meets everyone’s needs. Several thinkers, for instance, Malhotra (2018) and Sengupta et al. (2020) discuss how involving stakeholders through surveys, workshops, and focus group discussions can help understand their needs and the challenges in data management. In India, projects like the Open Government Data (OGD) platform (https://www.data.gov.in) have proven that involving stakeholders in workshops and surveys can improve how data is used and shared. Globally, the UK Government's Digital Service (https://www.gov.uk/government/organisations/government-digital-service) has been successful by listening to users and improving its digital platforms based on real-time feedback. Deloitte (2020) reinforces this by showing that data platforms work best when they actively involve those who will use them.
iii. Phase 3 - Design and Development
When designing the platform, getting the architecture right is key. Lemon and Kumar (2021) suggest that testing prototypes with real users is a smart way to ensure the platform will work well in practice. For example, Bakici and Wareham (2012), in their study, affirm that Barcelona's Smart City Initiative was developed with a user-friendly design, focusing on making public services accessible. The UK Government's Service Standard (https://www.gov.uk/service-manual/service-standard) and a literature review (for instance, Satyanaraya & Malhotra, 2018) also assert the importance of building simple, clear, designed services with the user in mind.
iv. Phase 4 - Implementation
Once the design is set, it’s time for a phased rollout. Singapore’s Smart Nation Initiative (https://www.smartnation.gov.sg) is an excellent example of how modular platforms can start small and grow to meet national needs. In India, eDistrict has shown how gradual implementation allows for testing and refining the system before going live nationwide. To support scaling, it’s also essential to work closely with private sector partners to ensure the platform has the proper infrastructure, including cloud services and AI/ML technologies.
v. Phase 5 - Monitoring and Evaluation
Finally, continuous monitoring helps ensure that the platform remains effective. World Bank’s e-Government Framework (2021), Canada's Performance Measurement Framework (2018), and OECD’s Digital Government Evaluation Framework (2020) discuss how constant evaluation of digital platforms is crucial for adapting to technological advancements and ensuring long-term success. Initiatives like India’s Digital India Programme (https://www.digitalindia.gov.in) show that regular reviews and audits are critical to ensuring that digital platforms evolve and continue meeting users' needs.
The Anticipated Outcome of JDM: The successful implementation of JDM- the Data Exchange Platform for 788 districts of India is anticipated to achieve several key outcomes. First and foremost, by establishing a robust data exchange platform for all the districts of India, various governance concerns are expected to be addressed, including fragmentation and inefficiencies related to data-silos. JDM enhances data governance by ensuring consistency, accuracy, and accessibility of various datasets through regular audits and quality assessments. By ensuring the grassroots data of the JDM is the most recent, clean, accurate, and consistent, government officers can also significantly rely on any Artificial Intelligence (AI) models for more informed decision-making and better policy formulation through predictive analytics. Advanced visualization tools will significantly enhance data accessibility for all stakeholders, facilitating the monitoring of SDGs while promoting transparency and accountability to citizens. JDM thus becomes the cornerstone of Good Governance too.
Conclusive Remarks: Following the success of UPI, JDM emerges as a prime opportunity to harness cutting-edge technologies, positioning India as a global frontrunner in data governance and propelling the nation towards its vision of Viksit Bharat@2047.
Acknowledgements: The first author is entirely indebted to Sh. S.N. Tripathi, IAS, and Director General (IIPA), who spurred her on to envision JDM by entrusting her with the momentous milestone of the UP-DGGI project. The author also humbly acknowledges DARPG Secretary Sh. V. Srinivas, IAS, and the entire UP-DGGI team at IIPA, particularly Mr. Amitabh Ranjan, Dr Pavan Taneja, Mr Atul K. Garg, and Ms Vinti Manchanda, for supporting her wholeheartedly in the momentous journey of UP-DGGI.
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Administrative improvement is a strategic necessity in a fast-paced world. Techniques like O&M, Work Study, management aid tools such as network analysis form the cornerstone of efficient governance. MIS, PERT, and CPM tools equip administrators with the ability to anticipate challenges, and drive organizational success in an increasingly complex environment.
Street vendors are an integral part of the urban informal economy in India, providing essential goods and service that cater to the diverse needs of city residents. They operate in various capacities, from food vendors to artisans, and play a crucial role in enhancing the vibrancy and accessibility of urban life.
This paper examines the critical role of communication in driving India's economic growth within the context of its diverse societal structure and the rapidly evolving information age. It argues that effective communication is not merely a tool for disseminating information but a fundamental force shaping development trajectories.
One often wonders ‘what the government does’ and ‘why the government does what it does’ and equally importantly ‘what it does not do and why so’. According to Thomas R. Dye “public policy is whatever government chooses to do or not to do”, implying that government's actions and inactions both come into the realm of public policy.
Access to safe drinking water is not merely a fundamental human right; it is a cornerstone of public health, economic development, and social equity. In rural India, where water scarcity and inadequate infrastructure pose significant challenges, the quest for reliable water supply becomes even more critical.
This paper outlines the century-long history of Mongolia’s civil service training institution, the National Academy of Governance (NAOG), which plays a crucial role in meeting the contemporary needs of training and developing human resources within the civil service sector.
India stands at a crucial juncture in its quest for inclusive development that will bring prosperity across the spectrum. Large amounts of public funds are spent to address these issues, but their implementation and the quality of services delivered leave much to be desired.
India has committed to achieving developed nation status by the centenary of its independence, leveraging cutting-edge technologies including AI tapping into its vast human capital, and implementing policies that foster high growth while addressing enduring social and economic inequalities.
This article explores the value and statehood of Mongolia by utilising Woodrow Wilson’s categorisation of “Judging by the constitutional histories of the chief nations of the modern world, there may be three periods of growth through which government has passed in all the most highly developed of existing systems, and through which it promises to pass in all the rest.
This paper examines India's economic trajectory through the lens of its demographic dividend a substantial youth population exceeding 50% under age 25 within its 1.4 billion citizens. While this demographic advantage offers unprecedented economic potential, its promise is threatened by systemic challenges including inadequate education access, limited skill development, and employment scarcity, particularly in rural areas.
Remarkable technological and scientific progress has made the modern democratic State not a mere watch-dog or a police institution but an active participant interfering in almost every sphere of individual and corporate life in society in the changed role of a service state and a welfare state
Since the reform and opening up, China’s leadership training has experienced three stages of development: the initial stage of leadership training and development in the early period of China’s reform and opening up to the world (1978-2002), the rapid growing stage of leadership training and development in the period of fast growing economy and society (2002- 2012) and the innovative…
Accountability and control are essential for efficient, ethical administration in public and private sectors. Accountability ensures officials answer for actions and resource use, while control involves mechanisms to monitor compliance with laws and goals, promoting responsibility and preventing misconduct.
Healthcare in rural India presents unique challenges and opportunities. While global health metrics emphasize indicators like life expectancy, mortality rates, and healthcare infrastructure, they often fail to capture the socio-cultural nuances of rural communities
The “Internet plus” government service reform in China has progressed through three stages, namely one-stop service, one-window service, and companion service. This reform has become a significant example of reshaping the relationship between the local government and the public.
This paper explores the evolution of Indian welfare philosophy from Gandhi's nonviolent resistance to contemporary governance. It traces how the sacrifices of Indian revolutionaries fostered Sarvodaya and Antyodaya ideals, examining the philosophical underpinnings of these concepts in Advaita and dualistic traditions.
Like most other countries around the world, after the emergence of the COVID-19 pandemic, Bangladesh's education system has undergone a radical change from the beginning of March 2020 onwards. The study attempts to analyse teachers’, students’ and parents’ perceptions and experiences about the online education in the COVID-19 pandemic at the school level.
Health is a fundamental human right and a critical indicator of development. The 2030 Agenda for Sustainable Development emphasizes the importance of ensuring health and well-being for all individuals. A key objective of this agenda is to guarantee favorable health outcomes, underscored by the endorsement of a new declaration during the Global Conference on Primary Health Care held in Astana,…
In this article, published reports have been used for analysing state-wise status of SDGs achievements and their correlations with attainments in areas of poverty-reduction and other developmental indicators. Also, progress made by GPs on various metrics related to SDGs has been corroborated with other relevant metrics
Loss of governance reform efficacy is an identified entrenched institutional problem in systems. Reform, anywhere, is a sticky material because holders of powers and their cronies have rarely shown altruistic intentions of relaxing their profiteering grips over resources.
On September 1, 2023, a committee headed by former President Ram Nath Kovind explored the possibility of something called One Nation, One Election in India and ever since this thing has come out in public, political parties all across the country have been fuming with anger.
This paper examines various initiatives taken by Government of India to promote collaborative governance in various sectors. With increasing needs and aspirations of the community for public services and the limited capacity of government to provide the same, the involvement of various stakeholders to deliver these services becomes important and necessity.
In the vast and diverse landscape of India, regional disparities in development have long posed significant challenges to achieving equitable growth and social justice. Recognizing the urgent need to address these disparities, the Government of India launched the Aspirational Districts Programme in January 2018.
A dynamic interaction between the recognition of human complexity in organizations and the pursuit of structural efficiency has shaped the evolution of administrative philosophy. The foundational works of Frederick W. Taylor, Max Weber, Mary Parker Follett, Elton Mayo, Chester Barnard, Rensis Likert, Chris Argyris, and Douglas McGregor are critically examined in this essay, which charts the shift from traditional administrative…
In India, National Training Policy was formed in 2012, replacing the old policy of 1996. This was needed two reasons, new areas of administration given in the reports of second administrative reforms commission setup in 2005 and changing environment in different spheres of governance and new challenges of administration being faced by the civil servants.
India's emergence as a global services powerhouse in the 21st century marks a profound and transformative shift. This evolution, far from a mere economic change, is a strategic leap driven by its demographic dividend, technological advancements, and the burgeoning global demand for specialized services.
Public administration, as the executive arm of the state, has tremendous responsibilities to match the needs and aspirations of the citizens of the state. The systems have evolved over the years in almost every country as the politico and socio-economic environment of the respective country have changed.
Public administration is the cornerstone of modern governance. It refers to the organization, management, and implementation of government policies and programs, carried out by public officials and institutions. As a vital mechanism of the state, public administration not only ensures the effective delivery of services to citizens but also upholds the principles of accountability, transparency, and rule of law.
Tribal Sustainable Development through Evidence-based Policy and Planning: A major issue in post-Independence India has been a misreading of demands of tribal communities. What they have been demanding pertains to choice upholding their traditions and customs and having ownership over natural resources
As the Idiom of technological advancement takes its toll. The paper highlights a few poignant and emerging factors in the International Relations theorization. It was conservatively maintained by the defense strategists and the political leadership across the Global polity that foreign policy and the Diplomacy are greatly determined by the “given” of Geography and terrain
With the deepening of democracy, increased decentralisation, increasing social and political awareness, digital penetration, shifts in demography, demand for quality services by common citizens has been accelerating at a faster pace. In such a scenario, the role of State is critical for promoting equity in access to services.
"Accelerating India's Development" holistically looks at India’s growth trajectory since gaining independence – it rounds up all where it has done well including unity, upholding the integrity of its constitution, retaining democratic values at its core. It also does not mince words to convey where all the nation has faltered such as falling short in delivery of public services including…
Income and Employment Intensive Growth Agenda for India: The paper examines income and employment status in the Indian labour force to identify policy attention and follow up. The macroeconomic policies taken during last one decade are yielding positive results leading to expansion of manufacturing and services and structural transformation in the economy.
An Analysis of India's Social Welfare Programs: In a democracy, the state's role is to promote societal welfare. According to Aristotle, the state should not only ensure its survival but also improve the quality of life for its citizens. The state has a moral responsibility to its citizens. Modern views agree that the state should provide essential services like education,…
Digital Innovations in Social Protection: Trends, Challenges, and Solutions: The integration of digital technologies into social protection systems represents a transformative shift with profound implications for the delivery of welfare services. This chapter explores the evolving landscape of digital innovations in social protection, contextualising these developments within the broader framework of universal social protection and a systemic approach to welfare.
One of the most crucial aspects of our society is law enforcement, which deals with issues of law and order nationwide. It is an essential component of the state's legal system. The British government introduced a Police Act in 1861, which is still very relevant and based on policing.
India’s Vision for 2047 aims to transform the nation into a developed country, with healthcare being pivotal for this progress. Achieving universal health coverage and modernising healthcare infrastructure are essential for fostering a healthy productive population, which in turn drives economic growth and reduces poverty.
Several challenges linger in the Indian education system, like rote learning, the non-existence of practical skills among students, and disparities in access to quality education. To deal with the criticism for excessive curriculum and unreasonable focus on rote learning, this chapter examines the strategies comprising the building blocks to reform Indian schools.
Social development is expected to promote holistic improvement of individuals, institutions and their surrounding environments. Looking at the pace of development in India, the economy of most states requires strategic prioritization to accelerate improved well-being of the people. Accessibility to health, school education and public security are critical to the edifice of social development.
India is the largest democracy in the world inhabited by about 1.36 billion people over an area of 3287 thousand square kilometers according to an estimate for 2021 based on Census 2011. The Indian economy is characterised as a middle-income emerging market economy. In the last three decades the economy has faced three major crises, i.e., balance of payment crisis…
Neoliberal policies pursued by India since 1990s have created a space for private enterprises hitherto occupied by the state entities, unshackled the existing enterprises and introduced reforms to facilitate private initiative. This chapter looks into the ecosystem of the private sector in general and the developments in three specific sectors- urban mobility, water supply and housing, to draw lessons for…
This Chapter highlights the gradual transformation from Personnel Administration to Strategic Human Resource Management over the years in Government of India. However, there is still a long way to go. In this Chapter an attempt has been made to delineate the criticality to move towards Strategic HRM in Government of India to achieve India’s developmental goals.
Robust statistical data forms the cornerstone of an informed governance system. This paper studies the statistical system and data dissemination in the Centre and State governments in India, and the measures put in action to accelerate the data dissemination process. Arguing that the availability of high-frequency statistical data is a necessary condition for good governance, the first section of the…
In the Amrit Kaal (golden period) of independent India, the ‘citizen first’ approach guides public governance by deepening the outreach of service delivery mechanism so that international standards could be achieved in India@100. The goal can only be achieved by all inclusive governance involving stronger and effective local self-governments both panchayats and municipalities.
In modern societies, with the increasing role of the state in social and economic fields, emphasis on the quality of its governance is of prime concern to all. Indian bureaucratic system of governance is founded on the principle of rule of law, as the state power is divided amongst three chief organs, each has the its own quality under a…
This paper discusses the concept of good governance and its relations with the electoral politics in Indian context. It highlights the various strategies employed by the government and related agencies for the growth and development of the country. Major reforms pertaining to the country’s infrastructure, IT, administration, economy and public services are a few areas that have been explored in…
With the Indian government’s vision to transform India into a developed nation by 2047, marking hundred years of independence, it has become of highest importance to learn from the past, tenaciously work in the present and step towards the future with complete efficiency. In its 77 years of becoming a democracy, India has soared high with continuous transformations marked by both…
The vision of Viksit Bharat can be realised through Viksit States, and that the aspiration of Viksit Bharat should reach the grassroot level i.e. to each district, block, and village. For this, each State and District should create a vision for 2047 so as to realise Viksit Bharat @ 2047.