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. This is an even more challenging task in developing countries, as their citizens aspire for the standards in public service delivery as found in the developed countries. Developed countries have their own sets of challenges since it is a dynamic situation and every country can offer a different way of life and a different way of doing things. There are worthy cases of emulation world over.
Role of Civil Servants
Since independence in India, the civil servants have been viewed as ‘agents of change’. India is a vast country with huge diversity, so the role of civil servants in pursuing the developmental agenda is very critical. Indian administration has evolved over the years in terms of structure and functions both. While the Weberian bureaucratic structure has seen comparatively less changes, the functions have increased manifold. Therefore, it becomes an even greater challenge for the civil servants to discharge the consequent responsibilities.
The civil servants form the essential foundation of effective governance, acting as the crucial link between government and the public. Their responsibilities extend far beyond administrative tasks; they are the guardians of public policy, entrusted with the vital duty of executing government initiatives that significantly affect citizens' lives. In this role, civil servants ensure that policies are not only implemented but also tailored to address the specific needs of various communities. Their efforts are fundamental in creating a government that is both responsive and accountable, serving the interests of all individuals.
As catalysts for change, civil servants play a pivotal role in the execution of government policies. They are tasked with converting high-level directives into practical programmes, ensuring that these initiatives align with the realities experienced by the public. This process begins with careful planning, where civil servants assess the goals of a policy and identify the most effective strategies for its implementation. They engage in extensive collaboration with a range of stakeholders, including community members, local organizations, and other governmental bodies, to gather insights and promote teamwork.
This grassroots involvement enables them to make informed modifications to policies, fostering a governance framework that is both responsive and adaptable. By being attuned to community voices, civil servants can ensure that government initiatives are not only pertinent but also effective in tackling the challenges faced by citizens.
Nevertheless, the path of civil servants is not without obstacles. While they enjoy a certain degree of flexibility in their roles, allowing them to customize solutions for local contexts, they also encounter significant constraints that can hinder their effectiveness. Bureaucratic hurdles are among the most daunting challenges. Complicated procedures and multiple layers of approval can slow down decision-making, resulting in delays that obstruct timely service delivery. In critical situations, such as natural disasters or public health emergencies, these delays can have dire consequences for the communities they serve.
Moreover, limited funding and resources often restrict civil servants' ability to implement programmes effectively. Budget limitations can force them to make tough decisions about which initiatives to prioritize, leading to trade-offs that may not align with the community's most urgent needs. This reality can be disheartening, as civil servants are typically deeply committed to their roles and genuinely wish to make a positive difference.
Despite these challenges, civil servants possess a remarkable flexibility that enables them to adjust to changing circumstances. This adaptability is crucial in a world where societal needs and priorities can shift rapidly. Civil servants are trained to think critically and respond to new information, allowing them to modify strategies as needed. For example, during the COVID-19 pandemic, many civil servants swiftly adapted their service delivery models to include remote work and digital platforms, ensuring that essential services continued to reach the public despite physical distancing requirements.
This flexibility also extends to their problem-solving approaches. Civil servants often utilize innovative thinking to overcome challenges and devise creative solutions to complex issues. They may collaborate with private sector partners, non-profit organizations, and academic institutions to tap into additional expertise and resources. By fostering a culture of collaboration and innovation, civil servants can enhance the effectiveness of government initiatives and improve service delivery outcomes.
In the face of challenges, civil servants are also at the forefront of innovation within the public sector. They play a crucial role in developing new mechanisms and procedures that enhance service delivery and improve operational efficiency. By leveraging technology and adopting best practices, civil servants can streamline processes, reduce costs, and elevate the quality of services provided to citizens.
For instance, the integration of digital technologies into public service delivery has transformed the way civil servants interact with the public. Online platforms for applications, payments, and information dissemination have simplified access to services and facilitated engagement with government agencies. Civil servants are increasingly using data analytics to inform decision-making, enabling them to identify trends, allocate resources more effectively, and assess the impact of policies.
Furthermore, civil servants are exploring innovative methodologies, such as participatory budgeting, which actively involve citizens in the decision-making process. These approaches not only empower communities but also cultivate a sense of ownership and accountability in governance. By engaging citizens in the design and implementation of programmes, civil servants can ensure that initiatives are better aligned with the needs and aspirations of the public.
To maintain their effectiveness, civil servants must commit to continuous learning and professional development. The landscape of governance is ever-changing, and staying informed about new trends, technologies, and best practices is essential. Many civil service organizations provide training programmes, workshops, and opportunities for professional growth to equip civil servants with the skills and knowledge necessary to navigate the complexities of modern governance. This dedication to ongoing education not only enhances their individual competencies but also bolsters the overall effectiveness of public service delivery.
By cultivating a culture of learning and adaptability, civil servants can better respond to emerging challenges and seize opportunities for innovation. This proactive approach enables them to stay ahead of the curve, ensuring that government initiatives remain relevant and effective in addressing the needs of the community. Furthermore, as civil servants engage in professional development, they build networks and share best practices with their peers, fostering collaboration and knowledge exchange across different levels of government and sectors.
By continuously adapting mechanisms and procedures to meet the needs of the community, civil servants can contribute to a more effective, accountable, and responsive government. Their ability to innovate and collaborate ensures that government initiatives are not only implemented but also refined and improved over time. Ultimately, civil servants are instrumental in fostering the betterment of society as a whole, ensuring that the government remains a force for positive change in the lives of its citizens. Through their unwavering dedication and resilience, they embody the principles of public service and play a vital role in shaping a brighter future for all.
But, the principle of anonymity makes them faceless entity. However, they need to be motivated and rewarded for performance. Awards have been found to be a powerful tool to recognize their services.
Significance and Impact of Awards
Awards transcend mere ceremonial gestures. They are powerful instruments that foster excellence, unity, and growth. At their core, they represent recognition, symbolizing achievement, inspiring progress, and shaping both organizational and societal values. By acknowledging individual and collective contributions, awards celebrate milestones such as innovation, leadership, and overcoming challenges. For teams, they underscore the importance of collaboration, reinforcing the idea that teamwork is essential to success. Recognition through awards enhances employee engagement and productivity, as individuals and teams feel valued and motivated to maintain high performance. Public acknowledgment, such as awards ceremonies, cultivates pride and loyalty, fostering a sense of belonging and appreciation among employees.
According to Edgar Schein, recognition is a vital component of organizational culture that shapes behaviours and values. Daniel Pink emphasizes the importance of acknowledgment in motivating employees, suggesting that recognition can significantly enhance engagement and performance. Additionally, the frameworks developed by Robert Cialdini and Kerry Patterson illustrate how recognition influences behaviour and fosters teamwork. By integrating these insights, organizations can effectively leverage awards to drive performance and cultivate a culture of excellence.
Awards like Team Spirit Awards highlight the significance of unity. They dismantle barriers between departments, encouraging knowledge-sharing and trust, which strengthens team dynamics and reduces turnover. Awards also set clear benchmarks for excellence, guiding teams toward measurable goals. Awards like Efficiency Experts or Innovation Awards foster a culture of healthy competition, inspiring teams to innovate and surpass previous accomplishments. Leadership Excellence or Values Ambassador awards align team behaviors with organizational ethics, promoting integrity and accountability. When actions are recognized, employees are more likely to repeat them, embedding these values into everyday practices.
Beyond organizational benefits, awards shine a light on societal contributions, such as sustainability initiatives or community outreach, amplifying their impact and inspiring others to follow suit. They play a crucial role in bridging cultural divides, as evidenced by programmes that promote inclusivity for women, differently-abled individuals, and underrepresented groups. A robust awards programme signals a supportive workplace, attracting performers, who seek environments where their efforts are celebrated. Awards like Growth Catalyst reward adaptability and learning, motivating teams to embrace challenges and develop new skills. When combined with development opportunities, such as training programmes, awards ensure long-term growth and innovation.
In essence, awards are transformative catalysts. By honouring both individual brilliance and collective achievements, awards not only celebrate success but also spark a cycle of inspiration, ensuring sustained progress and a culture where every contribution is valued.
In India, the Prime Minister's Awards for Excellence in Public Administration have become synonymous with recognition of exemplary performance by a civil servant and his or her team.
The Prime Minister’s Awards for Excellence in Public Administration
Since their inception in 2006, these awards have transcended mere recognition to become a national movement, celebrating the unsung architects of progress who turn policies and programmes into palpable impact. They embody India’s relentless pursuit of governance that empowers, innovates, and inspires.
These awards aim to:
i. Reward exceptional performance- in implementing national priorities.
ii. Promote competitive federalism- among districts and states.
iii. Institutionalize best practices- through replication and mentorship.
Over nearly two decades, the PM’s Awards have ignited a revolution in public service, honoring over 1,200 trailblazing initiatives that redefined healthcare, education, infrastructure, and citizen empowerment. More than accolades, they are a strategic instrument of change—embedding replicable best practices into governance DNA, and aligning with India’s ambitious Amrit Kaal Vision (2022–2047) to build an equitable, developed nation.
At their core, these awards spotlight the civil servants’ quiet heroism—the district collector who bridges the last mile, the engineer who harnesses AI to combat corruption, the team that transforms a struggling block into a model of progress. They reveal how bureaucracy, often perceived as rigid, can become a dynamic force for innovation when driven by purpose and accountability.
From the snow-capped valleys of Ladakh to the coastal villages of Kerala, the PM’s awards have amplified solutions that ripple across the nation digital platforms democratizing agriculture markets, green schools nurturing eco-conscious citizens, AI-driven systems slashing welfare leakages. Yet, this journey is not without its crossroads: the challenge of sustaining impact, bridging regional disparities, and ensuring technology serves as an equalizer rather than a divider.
As India strides toward its centenary of independence, the PM’s Awards stand as both a mirror and a compass reflecting the triumphs of today’s governance while charting the course for tomorrow’s breakthroughs. This narrative is not just about awards; it is the story of a nation rewriting its governance playbook, one innovation at a time.
It is interesting to note that, how a simple idea to honour excellence has become India’s most potent catalyst for administrative transformation, shaping a future where governance is synonymous with empathy, efficiency, and enduring impact.
Evolution of the Awards
Phase 1: Foundation Years (2006–2014)
This phase focused on the implementation of 11th Five-Year Plan priorities and represents the initial phase of the Prime Minister's Awards for Excellence in Public Administration. During this period, the awards were primarily designed to acknowledge, recognize, and reward the extraordinary and innovative work undertaken by districts and organizations within both central and state governments. The focus was predominantly on acknowledging the successful implementation of priority programmes launched by the Government of India and promoting innovative practices in public governance. This phase laid the essential groundwork for recognizing and rewarding excellence, thereby setting a benchmark for administrative performance across the country. However, evaluations during this time, such as a 2014 report by the Comptroller and Auditor General (CAG), revealed a limited correlation between award-winning projects and measurable improvements in citizens' lives, highlighting the need for systemic reforms in subsequent phases to better align the awards with tangible outcomes and impactful governance.
Phase 2: District-Centric Governance (2014–2019)
In essence, Phase 2 represented a strategic realignment of the PM’s awards to empower district administrations and drive holistic development, particularly in the country's most challenging areas. This phase emphasized innovation, outcome-based governance, and the use of technology to address key developmental challenges. The programme recognized that effective governance at the district level is essential for achieving national goals and improving the lives of citizens at the grassroots level. By 2019, this phase saw recognition being given out for measurable improvements in sanitation and tech-driven solutions in local administration.
Aspirational Districts Programme (ADP) had been launched in 2018. Then emphasis of the awards shifted toward recognizing performance in aspirational districts, aligning with NITI Aayog’s Transformation of Aspirational Districts Programme. There was increased focus on innovation. A 35% weightage was introduced for innovations specifically in backward regions to incentivize targeted development. 2019 saw the first thematic focus on outcomes related to the Swachh Bharat Mission (cleanliness) and Digital India initiative, reflecting evolving national priorities.
Phase 3: Pandemic-Driven Innovation (2020–2022)
This phase marks a notable adaptation of the PM’s awards to address the unprecedented challenges posed by the COVID-19 pandemic. The focus moved to recognizing and rewarding initiatives that demonstrated innovation and effectiveness in managing the crisis and mitigating its impact. Emphasis was placed on innovative strategies and solutions that arose during the pandemic.
There were some key areas of recognition:
• Oxygen Management Systems: Recognition was given to districts and states that developed AI-driven oxygen supply networks to ensure adequate availability during surges in demand.
• CoWIN Integration: States that achieved seamless integration of the CoWIN platform with their health systems to facilitate vaccine distribution were also recognized.
• Migrant Worker Welfare Portals: Initiatives like Rajasthan's e-Mitra portal, which provided job linkages and support to migrant workers, received recognition.
Phase 3 demonstrated the ability of the PM’s Awards in responding to emergent national needs. The awards pivoted to acknowledge those civil servants and organizations that displayed exceptional leadership and innovation in addressing the challenges brought about by the pandemic. While technology-driven solutions were prominently featured, concerns were raised about the need to also recognize grassroots efforts and ensure a more inclusive approach to recognizing excellence.
Phase 4: Amrit Kaal Alignment
This phase marks the PM’s awards aligning with India's " vision (2022-2047) which focuses on long-term, sustainable, and inclusive development goals. It emphasizes governance that propels India towards becoming a developed nation.
The document for the awards of 2024 specifically highlighted three key focus areas for the 2024 awards:
i. Gati Shakti Integration: Recognizing initiatives that effectively integrate infrastructure projects using the Gati Shakti National Master Plan. This emphasizes coordinated planning and execution.
ii. Green Governance: Recognizing and rewarding practices related to circular economy models which promote sustainable resource management, waste reduction, and environmental conservation.
iii. AI-Driven Service Delivery: Highlighting the use of Artificial Intelligence to improve the efficiency, accessibility, and effectiveness of public services. This involves the integration of technologies like AI, IoT, and blockchain to improve service delivery, transparency, and citizen engagement.
The excerpt mentions a budgetary allocation of ₹200 crore for scaling up award-winning projects, indicating the government's commitment to translating recognized innovations into widespread impact.
Thus, Phase 4 signifies a strategic alignment of the PM’s awards with India's long-term development goals. This phase emphasizes innovative solutions that are not only effective but also sustainable, technologically advanced, and contribute to India's vision of becoming a developed and environmentally responsible nation during the Amrit Kaal. The focus is on initiatives that can be scaled up and replicated across the country to achieve widespread impact. There are 3 categories.
The first category, Holistic Development of Districts, recognizes districts that have demonstrated comprehensive development across various priority sectors such as healthcare, education, and infrastructure. The evaluation process for this category includes both quantitative parameters provided by nodal departments and qualitative indicators for governance. Districts are expected to emphasize elements that enhance quality and good governance, such as transparency, accountability, and community participation. This category underscores the importance of integrated development at the district level, where civil servants play a crucial role in translating national policies into tangible outcomes. Five awards will be conferred in this category, highlighting the commitment to recognizing districts that have made significant strides in holistic development.
The second category, Aspirational Blocks Programme, focuses on recognizing the best-performing aspirational blocks under the Aspirational Blocks Programme (ABP). This initiative aims to transform underdeveloped blocks by improving governance and quality of life through converged schemes and defined outcomes. The assessment is based on progress across 38 Key Performance Indicators (KPIs) under themes like health, education, and infrastructure. The blocks are ranked based on incremental progress, fostering a competitive environment among them. This category emphasizes the role of civil servants in driving transformative change in the most challenging areas, leveraging data-driven governance to achieve measurable improvements. Five awards will be conferred in this category, acknowledging the dedication and innovation of civil servants in aspirational blocks.
The third category, Innovations, acknowledges innovative projects at the national, state, or district level that demonstrate high impact, sustainability, and replicability. The focus is on innovations that enhance governance and public service delivery, often leveraging technology to improve efficiency and accessibility. Applications must provide evidence of impact, citizen feedback, a sustainability plan, and a toolkit for replication. Innovations should be part of ongoing schemes or governance improvements rather than standalone projects. This category highlights the importance of innovation in public administration, encouraging civil servants to think creatively and develop solutions that can be scaled up across different contexts. Six awards will be conferred in this category, recognizing the ingenuity and forward-thinking approach of civil servants in driving governance innovation.
Selection process for the PM’s awards
The Department of Administrative Reforms and Public Grievances (DARPG) is the nodal agency for managing these awards. The selection process for these awards involves a multi-stage evaluation. It begins with shortlisting by a screening committee, followed by a detailed assessment by an expert committee chaired by the Secretary of the DARPG.
The final recommendations are made by an empowered committee chaired by the Cabinet Secretary, with the Prime Minister approving the final awardees. Each winning district or organization receives a trophy, a scroll, and an incentive of ₹20 lakh to support further public welfare initiatives. The awards are presented annually on Civil Services Day, April 21, to honor civil servants' contributions to public service excellence.
Evaluation Criteria
As per the Department of Administrative Reforms and Public Grievances (DARPG) for the year 2024, the weightage for evaluating applications for the Awards for is as follows:
• Quantitative Parameters: 50% for measurable outcomes, such as data-driven achievements and statistical improvements in areas like healthcare, education, and infrastructure.
• Governance Parameters: 30% for evaluation of governance practices, including transparency, accountability, citizen engagement, and institutional reforms.
• Qualitative Parameters: 20%. For assessment of innovative practices, citizen feedback, sustainability of initiatives, and replicability across different contexts.
This evaluation framework emphasizes a balanced approach, focusing not only on measurable outcomes but also on governance and qualitative achievements, ensuring that the awards recognize comprehensive excellence in public administration.
Impact
The Prime Minister's Awards for Excellence in Public Administration have had a transformative impact on governance landscapes across India, as evidenced by notable case studies and quantifiable outcomes. For example, the Jal Jeevan Dashboard (2023 Winner) showcases the power of GIS-enabled monitoring of 12.3 million rural tap connections, leading to a remarkable 78% reduction in water contamination complaints. Similarly, e-NAM 2.0 (2022 Innovation Award) has unified over 1,000 mandis into a digital marketplace, resulting in a 32% increase in farmer incomes, according to the Agriculture Ministry's 2023 report.
Moreover, the Green Schools initiative in Himachal Pradesh (2021) exemplifies sustainable practices with its zero-waste campuses and solar-powered classrooms, yielding an impressive 89% improvement in student attendance. Quantifiable outcomes from 2016 to 2023 reveal a 73% increase in cross-district replication of best practices, a 59% reduction in PDS leakage cases, and an 81% adoption of AI/ML solutions by awardees. However, a critical gap remains, as only 23% of recognized projects are women-led, highlighting the need for greater emphasis on gender-inclusive initiatives, as pointed out by the DARPG Gender Report in 2023. These examples demonstrate the awards' effectiveness in driving innovation and improving public service delivery, while also underscoring areas that require further attention for equitable and inclusive governance.
Challenges
Despite its significant contributions to promoting excellence in public administration, the Prime Minister's Awards for Excellence face several challenges and scrutiny that warrant attention. A notable regional imbalance exists, with a disproportionate number of awards concentrated in a few states like Uttar Pradesh, Maharashtra, Gujarat, Karnataka, and Tamil Nadu, potentially due to resource disparities affecting the ability of other states to prepare competitive proposals.
Furthermore, sustainability gaps are evident, as a substantial percentage of projects stall post-award due to funding shortages, highlighting the need for continued support and resource allocation. The reliance on technology, while beneficial, also presents challenges, with instances of Aadhaar authentication failures in rural areas, suggesting a need for more inclusive and accessible systems. Finally, the documentation burden placed on applicants, with a significant number citing excessive paperwork, could deter participation and hinder the recognition of valuable grassroots initiatives. Addressing these issues is crucial for ensuring the awards' fairness, impact, and long-term effectiveness in driving transformative change in public administration across all regions of India.
The Studies
Realizing the significance of these awards in improving governance, the Indian Institute of Public Administration included the study of the awarded initiatives in the course structure of its Advanced Professional Programme in Public Administration (APPPA), which is logical also, as the Programme consists of officials engaged in the governance space. APPPA is aimed at building capacities of government officials to enable them to discharge their respective responsibilities.
The participating officials were asked to identify one case each from the list of awards in the years from 2020 to 2022 and study that initiative for their dissertation. The idea was that a study of the initiative after a gap, would throw important light on the enabling factors that helped the initiative achieve the success, the constraints faced by the administration and whether the initiative continued to progress thereafter, from the perspective of sustainability. There could be other lessons as well like role of champions, how could they motivate the team etc.
There were 27 officers in the APPPA programme. Based on their researches, they contributed research articles for this volume. There are two volumes. The first volume focuses on initiatives relating to welfare as well as development programmes. There are 14 papers on them relating to Holistic development, Health, Education. Public Distribution System, Drinking water, Food security, Street Vendors, Service delivery in urban areas, sports and youth.
These studies provide valuable insights into the effectiveness of government initiatives and programmes. For instance, Divya A.B. conducted a comparative study of the Aspirational Districts Programme (ADP), examining the distinct developmental paths of Baramulla and Bastar districts. Her research aimed to showcase the successes and challenges of the ADP, advocating for customized strategies that reflect each district's socio-economic realities. By analyzing key indicators in health, education, and infrastructure, she sought to identify best practices to enhance programme effectiveness, ultimately contributing to a better understanding of participative governance and data-driven decision-making for equitable development across India.
Air Cmde Ravinandan Ganpat Nakil evaluated the effectiveness of health schemes like the Sanjeevani Abhiyan for cancer screening and Jeevan Rekha Kaksh for maternal mortality reduction in the state of Madhya Pradesh. His research aimed to understand the motivations, impacts, and challenges of these initiatives on vulnerable populations. By engaging with stakeholders, Nakil sought to provide a comprehensive analysis of the successes and shortcomings of these health programmes, showcasing how proactive interventions can transform primary healthcare and promote universal health coverage.
Brig Vikram Jeet Singh Varaich examined the CoWIN platform's role in India's COVID-19 vaccination drive, focusing on its planning, implementation, and user experiences. His study revealed high user satisfaction but raised concerns about data security. Utilizing a mixed-methods approach, he provides actionable recommendations to enhance the platform's functionality and build public trust, aiming to improve future public health initiatives.
Brig Dr. Manoj Somasekharan conducted a study on the enabling factors of deceased organ donation in Gujarat, focusing on the State Organ and Tissue Transplant Organization (SOTTO). His research revealed a significant increase in deceased organ transplants, which made up 35% of all donations in 2022. The study identified key institutional and governmental elements that contributed to this success. By analyzing data from 2016 to 2022, Dr. Somasekharan highlighted effective strategies that could be adopted by other states to improve their organ donation efforts, emphasizing the importance of streamlined processes and the role of transplant coordinators.
Vishal Mani Tripathi studied the promotion of quality education through the Samagra Shiksha Abhiyan (SSA) in Chitrakoot District, focusing on inclusive education. His research assessed the alignment of SSA with the National Education Policy (NEP) 2020, identifying challenges and opportunities for integrating inclusive practices. The findings highlighted the need for better infrastructure and teacher training, suggesting that successful strategies from Chitrakoot could be replicated in other districts to improve educational outcomes for all students.
Ramesh Kumar critically examined Project PATHA in Mahesana district, Gujarat, assessing its effectiveness in enhancing Foundational Literacy and Numeracy (FLN) skills among schoolchildren. His research aimed to uncover innovative strategies employed under the project and their impact on student outcomes, reflecting a commitment to educational reform. Kumar's study aspired to empower future generations through improved learning opportunities, addressing the complexities of foundational education in India.
DIG IJ Singh highlighted the implementation and impact of the One Nation One Ration Card (ONORC) scheme, particularly for migrant workers facing food security challenges. His comprehensive analysis emphasized how ONORC enabled nationwide portability of ration cards, improving access to food grain entitlements. He examined the scheme's effectiveness in enhancing food security and transparency while identifying key implementation challenges. By providing evidence-based recommendations, he aimed to inform policymakers on enhancing the ONORC scheme's effectiveness, contributing to food security for vulnerable populations.
A Ashok undertook a study to illustrate the execution of the 'Har Ghar Jal' scheme in Kancheepuram district, highlighting effective strategies and collaborative efforts that ensured Functional Household Tap Water Connections (FHTCs) for all rural households. By comparing it with Pudukkottai district, Ashok aimed to uncover challenges and disparities in water supply services, emphasizing the need for tailored approaches. His research aspired to provide valuable insights and policy recommendations to improve rural water supply initiatives across India, fostering equitable access to clean water.
Sunil Gautam explored the transformative potential of millet cultivation, particularly Ragi, in enhancing farmers' economic well-being in Gumla district, Jharkhand. His study examined initiatives under the Millet Mission, showcasing the benefits of adopting millets as sustainable crops to combat malnutrition and water scarcity. Emphasizing collaboration among stakeholders, Gautam aimed to provide actionable insights and policy recommendations to revive millet farming across India, contributing to food security and sustainable agricultural practices.
Brigadier Rajesh Sihag focused on the implementation and impact of the PM SVANidhi Yojana in Varanasi, emphasizing its role in supporting street vendors during the COVID-19 pandemic. He demonstrated how the scheme facilitated access to working capital loans and promoted digital transactions, aiding economic recovery. Sihag's study uncovered challenges and success factors, underscoring the significance of such initiatives in empowering street vendors and fostering resilience in the informal economy.
Air Cmde Sandeep Singh VM conducted a study on the seamless end-to-end service delivery by the New Delhi Municipal Corporation (NDMC) through the 311 App. He showcased how this digital platform enhances the efficiency of public services, empowers citizens, and embodies principles of good governance. The research highlights the app's role in streamlining municipal operations, improving accessibility, and fostering transparency in service delivery. Singh also examines the impact of the app on electricity and property services, identifies key factors influencing its success, and provides actionable recommendations for enhancing e-governance initiatives.
Brigadier Vishal Pathania explored the Khelo India Scheme's transformative potential in developing sports infrastructure and establishing Khelo India Centres across India. He aimed to demonstrate how these initiatives fostered a vibrant sports culture, enhanced athletic excellence, and encouraged grassroots participation. By analyzing the scale of infrastructure development, he highlighted the effectiveness of government policies in nurturing sporting talent and improving access to quality sports facilities, which are essential for realizing India's potential as a global sporting superpower.
Brigadier NS Grewal analyzed the PM Mission Youth initiative in Shopian and Pulwama, Jammu and Kashmir, focusing on its effectiveness in promoting education, skill development, and employment for local youth. The study identified significant challenges, such as a lack of trust in government initiatives and socio-economic barriers. Grewal's findings emphasized the need for better engagement and support mechanisms to enhance the initiative's impact on youth empowerment in the region.
Brigadier Shantanu Goel sought to illuminate the impact of the Khelo India initiative in Churu district, Rajasthan, focusing on its role in fostering a vibrant sports culture and community engagement. By analyzing strategies and infrastructure improvements, he highlighted positive outcomes in youth sports participation and social cohesion. Goel aimed to identify challenges in implementation and offer practical policy recommendations, advocating for sustained investment in grassroots sports initiatives to drive individual and community development.
Future Roadmap
To enhance the future impact of the Prime Minister's Awards for Excellence in Public Administration, a strategic five-point agenda is proposed, aimed at making the awards more citizen-centric, sustainable, and globally competitive. Firstly, implementing Citizen-led Evaluation would introduce a 30% weightage for beneficiary feedback, drawing inspiration from models like Kerala’s Janakeeya Avedhana (People’s Petition) to ensure initiatives are responsive to citizen needs and preferences (Ravi & Sharma, 2023).
Secondly, the establishment of a Green Governance Index would mandate environmental audits for all applicants, promoting environmentally responsible and sustainable administrative practices (Kumar, 2022). Thirdly, fostering Startup Collaboration through a dedicated ₹500 crore fund would encourage partnerships between government entities and innovative startups, driving technological advancements and efficiency in public service delivery (Patel & Singh, 2023). Fourthly, the creation of District Incubators, with a target of 75 centers, would nurture grassroots innovations and empower local administrations to develop and implement tailored solutions (Mehta, 2023). Finally, aligning the awards with Global Benchmarking by adopting criteria similar to the UN Public Service Awards would elevate the standards of Indian public administration and position the awards on the global stage, promoting international best practices and recognition (Desai, 2023).
References
1. Cialdini, R. B. (2009). Influence: Science and practice (5th ed.). Pearson Education.
2. Desai, A. (2023). Global benchmarking in public administration: Lessons from the UN Public Service Awards. Journal of Public Administration, 45(2).
3. Kumar, R. (2022). Green governance: The role of environmental audits in public administration. Environmental Policy Review.
4. Mehta, S. (2023). Empowering local administrations through district incubators: A roadmap for grassroots innovation. Local Governance Journal, 12(1).
5. Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2013). Crucial conversations: Tools for talking when stakes are high (2nd ed.). McGraw-Hill.
6. Patel, V., & Singh, R. (2023). Fostering startup collaboration in public service delivery: A strategic approach. Journal of Innovation in Government, 10(3).
7. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
8. Ravi, K., & Sharma, P. (2023). Citizen-led evaluation: Enhancing public service responsiveness through beneficiary feedback. Public Administration Review, 15(2).
9. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
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Since the majority of India's population relies on agriculture for their living, the sector dominates the country's economy. Agriculture only makes up less than 20 per cent of the nation's GDP (Ministry of Finance, 2018), emphasizing the sector's low-income production.
E-commerce and digital technology have transformed the way people spend and save. There is an evident technological growth in the world of finance which is referred to as financial technology or fintech. Financial technology (Fintech) refers to the technological innovations that assist in enabling or improving the access to financial services digitally through the internet, smartphones or computers.
Today we are living in an era of the ‘regulatory state’. The expressions ‘regulation’, ‘regulatory governance’ and ‘regulatory institutions’ have become the buzzwords of governance and are spread across social systems as well as state organisations and government strategies.
Participatory planning involves the intensive participation of local communities in analysing their current situation, envisioning a long-term collective future and attempting to attain this vision through collective planning of development interventions that would be implemented by different state agencies area.
Intrinsically, India is a republican country that is organised as a federation with a parliamentary democracy. Similar to the United Kingdom, the President serves as the head of state in name only; in contrast, the Prime Minister is the de facto executive, or real head of the government.
With over eight thousand years of experience and intellectual growth (Cameron (1968), Edwards (Gadd, 1971), Hammond (1971), Eisenstadt (1963, 1993), Olmstead ( 1948), etc.), public administration has undergone numerous changes and transformations over its long history, but it has never been so challenged as in the last thirty years.
A paradigm represents a framework, viewpoint, or collection of concepts that serves as a lens for understanding various subjects. In disciplines like science and philosophy, paradigms encompass specific theories, methodologies, and principles defining valid contributions within a field.
The field of public administration is experiencing a dramatic and rapid change. Locally and globally, some of the most significant trends that will have the role and function of public administrators is rapidly evolving as the needs and demands of citizens, governments and organisations influence their ability to create and implement policies.
Public administration in the 21st century is undergoing significant transformation, not just in advanced countries but also in various regions of the developing world, as the calls for transformative change grow louder. These changes are propelled by globalisation, liberalisation and the diversification of service provision.
In an era where administrative agility defines the efficacy of democratic governance, this chapter, “Techniques of Administrative Improvement”, offers a comprehensive exploration of transformative tools, methods, and strategies that are reshaping public administration in India and globally.
The rapid pace and interdependence of global, political, social and economic developments have necessitated a critical need for improved efficiency and effective public institutions, administrative procedures and sound financial management to confront challenges for sustainable development in all countries.
The evolution of Indian administration reflects a historical continuum shaped by civilizational values and transformative changes. Spanning the Mauryan, Mughal, and British eras, each phase contributed distinct institutional structures and governance philosophies.
As an initial output of the joint research between the Korean Institute of Public Administration (KIPA) and the National Academy of Governance (NAOG), this article provides overviews of the Korean and Mongolian legislative environment, governance and characteristics of the anti-corruption policies.
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 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.