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
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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).
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