It was the year 1951-1952 when the first Lok Sabha elections were held in India.The situation at that time, in post-independent nascent Republic of India was not only critical but almost chaotic. Almost half of Indian Civil Service Officers were gone, either returning back to Britain or opting for Pakistan, severely weakening the Civil Service structure and grassroot Public Administration in India. Partition and subsequent fluid situation leading to massive riots, huge influx of refugee population from both western and eastern new Indian borders on the Radcliff line, created another dimension of grave complexities. And on top of all these, the situation got worsened due to unfortunate and untimely demise of ‘The Iron Man of India’ Sardar Vallabhbhai Patel, considered as ‘Father of All India Services’, in December 1950.
However, after successfully organizing the first Lok Sabha elections, the top leadership in India got some much-needed respite for soul-searching as how to tackle this chaotic situation and make ‘Bharat’ rise again like the proverbial Phoenix from the ashes of slave India and attain its former glory. The Government of India began searching for solutions to the then crises and the ‘Eureka’ moment flashed when the top think-tank realized that the priority must be to improve the status of Public Administration and Governance in India. This needed wide-ranging structural reforms and the Government machinery at that time, lacked the will and wherewithal to carry out the same on its own. Government started looking for some assistance but got stuck on two counts probably. First, it did not want to get help from Britain, the so-called great democracy as it was the main culprit for the 200 years of slavery of India despite its big Ethos and preaching on democracy. Secondly, Public Administration as an independent academic discipline was fairly new and evolving at that time. So, it was tough to get assistance on that count. In these circumstances, Government turned towards United States of America which had established itself as a great democracy at that time and was widely seen as the melting pot of ideas with its fast-emerging academic world. The Syracuse University in New York did have the Maxwell School of Citizenship and Public Affairs, a leading school of Public Administration and Policy Analysis in the United States. The Government of India invited Prof. Paul H. Appleby, the Dean at Maxwell School and a renowned Political Scientist and Public Administration expert to study the state of Public Administration in India and recommend curative measures to restructure and strengthen the same.
Prof. Paul H. Appleby came to India in 1952 and spent six months as an Administrative Adviser to the Government of India. After widely travelling across length and breath of India and having undertaken extensive research, he submitted his first report “Public Administration in India: Report of a Survey” to the Parliament of India. His report contained several recommendations which were going to have far-reaching impact on the state of Public Administration and Governance in India in times to come. Among these, there was one recommendation which advocated for establishment of an autonomous think-tank, an independent institution which should aid and assist the Government of India for Capacity Building of Civil Servants and change the colonial mindset of the then Civil Services in order to lead them towards people-centric governance. It was essentially to make India move away from a mere revenue collecting state in colonial times towards a welfare state.
And thus, got registered ‘The Indian Institute of Public Administration’ on 13, March 1954 as a Society under ‘Society Registration Act 1860’ of Government of India. The Institute was formally established on 29, March 1954 at Sapru House in Delhi from where it functioned till 1958. It became ‘Indian Institute of Public Administration’ after ‘The’ was dropped from its name in 2016. In the meantime, Institute’s own campus got ready in Indraprastha Estate, Delhi which was formally inaugurated by Dr. Rajendra Prasad, the first President of India, on 31, January 1959. The Institute has been thriving and disseminating the knowledge and awareness about Public Administration, Governance and a wide variety of allied subjects from this campus since then.
If someone goes back to its history, one will be astonished to know about the rich legacy of the Institute and its Founding Fathers. It was, and still is, the cynosure of the top leadership of the country. Pt. Jawaharlal Nehru, the first Prime Minister of India, one of its Founding Fathers, was the first President of the Institute. The other Founding Fathers consisted of Shri V. T. Krishnamachari, Dy. Chairman of the then Planning Commission of India who was the first Chairman of IIPA Executive Council, with Members such as Dr. K. N. Katju, Home Minister of India, Shri C. D. Deshmukh, Finance Minister of India, Dr. B. C. Roy, Chief Minister of West Bengal, Shri U. N. Dhebar, Chief Minister of Saurashtra, Shri Y. N. Sukthankar, Cabinet Secretary of India among others.
This tradition of the Prime Minister of India being the President of the Institute continued till 1971. However, after the 1971 Indo-Pak war and subsequent volatile situations, Smt. Indira Gandhi, the then Prime Minister of India and President of IIPA perhaps got too busy and handed over the Presidency of the Institute to the then Vice President of India Shri G. S. Pathak and since 1972, the Citizen No. 2 of India continues to be the President of IIPA. However, it took 48 years for the Institute to formally amend its Rules in 2020, crowning the Vice President of India as the ex-Officio President of the Institute and Minister of State in charge of Department of Personnel & Training (DoPT), Government of India as the ex-Officio Chairman of IIPA Executive Council. Presently, the Hon’ble Vice President of India Shri C. P. Radhakrishnan is the ex-Officio President of the Institute and Hon’ble Union Minister of State, DoPT Dr. Jitendra Singh is the ex-Officio Chairman of IIPA Executive Council (Governing Board). Presently, the Executive Council consists of thirteen other Members like CEO, NITI Aayog, Secretary, DoPT, Govt. of India, Secretary, Expenditure, Govt. of India, Director LBSNAA, Mussoorie, eminent Members like Dr. Ashok Bhan, President medal Awardee and former DGP of Jammu & Kashmir, Shri Swadheen Kshatriya, former Chief Secretary of Maharashtra among others, Shri S. N. Tripathi, Director General of the Institute being the Member-Secretary. IIPA has also been privileged to have the Chairmen of its Executive Council, towering personalities in the past, like Dr. Ashok Mehta, Dy. Chairman of Planning Commission, Babu Jagjivan Ram, Deputy Prime Minister of India, Shri S. B. Chavan, Home Minister of India, Shri T. N. Chaturvedi, Former Governor of Karnataka and Kerala among others.
As a Society, the earliest vertical of the Institute has been its Membership. Ordinary Membership, popularly known as Life Membership is the most sought-after Membership category of IIPA. As on 29, October 2025, the number of Ordinary Members was 11438, spread all over India and abroad. This Membership is for practitioners of Public Administration like Civil Servants, Academicians and others. Over the years, some of the most famous names in both, have been IIPA Members like the ones mentioned above, in first Executive Council of IIPA.
IIPA carries out several Membership activities, most important of them being the Annual Meeting of the General Body, popularly known as AGM of IIPA usually held on 31, October, the Birth Anniversary of Sardar Patel, every year. Members from all over India and abroad join the AGM in person as well as online. The AGM is normally attended and presided over by the Hon’ble Vice President of India and President IIPA along with the Hon’ble Union Minister, DoPT and Chairman IIPA Executive Council. The factsheet of all the important activities of IIPA in the form of Annual Report and Annual Accounts among others, is presented before the Members. The Annual Report after being approved by the Members, is laid down on the floor of Parliament of India also in its winter session. To the credit of IIPA, it has never missed organizing the AGM, not even in Covid-19 pandemic also when the AGM was held online for two consecutive years in 2020 and 2021. The 71st AGM was held with on October 31, 2025 and the Hon’ble Vice President of India Shri C.P.Radhakrishnan presided over the event. Dr. Jitendra Singh, Hon’ble Union Minister being the Guest of Honour.
IIPA recognizes its eminent Members in several ways, foremost among them is ‘Paul H. Appleby Award’ presented to a Member who has rendered outstanding contribution in the field of Public Administration and to the service of IIPA. Some of the highly reputed Paul Appleby Awardees are Shri Nripendra Misra, former Principal Secretary to the Prime Minister of India, Shri Ajit Doval, National Security Advisor (NSA) of India, Dr. Karan Singh, Hon’ble M. P. and former Union Minister, Shri Farooq Abdullah, former Union Minister and former Chief Minister of Jammu & Kashmir, Shri Balmiki Prasad Singh, former Governor of Sikkim, Shri N. N. Vohra, former Governor of Jammu & Kashmir, Smt. Kiran Bedi, former Lt. Governor of Puducherry, Shri Tejendra Khanna, former Lt. Governor of Delhi among others.
Dr. Rajendra Prasad Award for Academic Excellence is another prestigious award started in 2022 given to a Member for excellence in academic activities and contribution to IIPA. Some reputed names awarded are Prof. Ramesh K. Arora, the doyen of Public Administration in India among others.
Regional and Local Branches of IIPA are an integral part of IIPA spread across India. Presently, there are 26 Regional Branches, mostly in State capitals, and 44 Local Branches, mostly in district towns. Branches are essentially Associations of IIPA members at local levels involved in academic discourses and dissemination of ideas and knowledge of Public Administration at local level. The concept of branches probably evolved as it was tough to remain connected with IIPA at Delhi in olden days in absence of quick communication facilities like telephones, mobiles and internet. IIPA also encourages its branches by awarding three best branches every year in the AGM which have undertaken outstanding academic activities. Some of the branches doing excellent academic activities at local level and have been rewarded in the past are Karnataka, Maharashtra, Jammu & Kashmir, Bihar, Madhya Pradesh, Mizoram, Puducherry, Kerala and Uttar Pradesh among others.
Apart from the above, IIPA organizes an Annual Conference, specially for its Members every year either on previous or the next day of the AGM, on a particular Topic with the Theme Paper prepared by an IIPA Faculty Member. IIPA branches all over India organize Prelude Conferences in their branches on the theme before the Members’ Annual Conference and present the report of prelude conferences in the main conference at IIPA. Several Members also present their papers on the theme in the conference. The 69th Conference in this series was held on October 30, 2025 at IIPA with the theme being ‘Emerging Trends in Public Administration and Public Policy’.
IIPA Membership has widespread outreach with several renowned Civil Servants and Academicians in its fold. Eminent persons like Shri Ajay Kumar Bhalla, Hon’ble Governor of Manipur, Shri Harivansh Narayan, Hon’ble Deputy Chairman, Rajya Sabha, Shri B. R. Sharma, Chief Election Commissioner, Jammu & Kashmir, Smt. Shovana Narayan, renowned Kathak dancer, Shri V. Srinivas, Secretary, DARPG, Govt. of India, Shri Katikithala Srinivas, Secretary, Housing and Urban Affairs, Govt. of India, Shri Devesh Chaturvedi, Secretary, Agriculture, Govt. of India, Dr. Puneet Kumar Goel, Chief Secretary of Manipur, Dr. Sunil Kumar Barnwal, CEO, National Health Authority (NHA), Shri Rupinder Singh, FA (Home), Shri Manoj Kumar Dwivedi, Addl. Secretary, DoPT, and a number of present and former Secretaries to Government of India, present and former Chief Secretaries to States along with several former and present Vice Chancellors of Universities in India are IIPA Members. IIPA offers Corporate Membership also to Institutions and Organizations as well as Associate Membership and Student Membership. Ordinary and Corporate Members constitute the General Body of the Institute.
Stating chronologically, Publication is the second activity IIPA undertook right after its creation when it came up, with its flagship journal, ‘Indian Journal of Public Administration (IJPA)’ in 1955. This journal, published quarterly and now in collaboration with M/s SAGE, has been the face of IIPA for long. It is most famous amongst the Civil Service aspirants and also in many English-speaking countries like U.K., Canada, USA, Australia and New Zealand. Its authorship includes reputed Civil Servants, Academicians and Practitioners like Dr. P. K. Mishra, Principal Secretary to the Hon’ble Prime Minister of India, Shri D. S. Mishra, former Chief Secretary of Uttar Pradesh, Shri V. Srinivas, Secretary, DARPG, Govt. of India, Dr. Chandra Shekhar Kumar, Secretary, Minority Affairs, Govt. of India and many Vice Chancellors like Prof. Nirmal Kanti Chakrabarti and others.
Another renowned journal is ‘Nagarlok’, a quarterly journal, specialized in ever-evolving urban sphere and development, started in 1969. ‘Lok Prashasan’, in Hindi is another quarterly journal for the benefit of Hindi audience. All the three journals are UGC care-listed journals. Documentation in Public Administration (DPA) is IIPA’s internal journal prepared by the Library. The latest offering is ‘Bharat Journal of Case Studies’, a special journal to cater the rising field of Case Studies. Apart from the journals, IIPA comes up with several seminal publications in the form of books and monographs every year, some of the widely acclaimed amongst them being ‘Sardar Patel: Builder of Aspirational India’, ‘Bharatratna: Inspiring Works of Rajendra Prasad’, ‘Viksit Bharat: Vision and Reality’, ‘AI for Sushasan (Good Governance)’ and Framing of India’s Constitution.
IIPA also publishes a quarterly magazine IIPA Digest which consists of articles on contemporary issues in the field of Governance and New Public Management like District Governance, Agriculture, e-Governance, Cybersecurity, Climate Smart Governance, Education, Infrastructure among others. For the benefit of its Members and to keep them abreast with latest happenings in IIPA, an online monthly Newsletter is also published covering the whole activities of IIPA for the month.
On the ground floor inside IIPA premises, one may encounter bunch of youngsters every day. These youngsters are Civil Services aspirants queuing for entry into IIPA ‘Temple of Knowledge’ its Library. IIPA Library is one of the finest in the field of Public Administration, Governance, Law and other Humanity fields. Established in March 1955, it was formally inaugurated on January 15, 1956 by Shri Govind Ballabh Pant, Home Minister of India at Sapru House with around 10,000 books, monographs and journals. The Library came into its own after shifting to the present premises and now boasts of 2,31,999 books, monographs, hard-bound journals etc. as on 29, October 2025. It is connected with JSTOR, ABI INFORM and DELNET and practically all reputed journals, articles and academic material are available here online, if not in hard copy. IIPA members and Alumni are connected with digital resources of the Library through RemoteXS and enrich themselves with the valuable contents. The Library is hub of students preparing for Civil Services and other examinations and most of the material essential for exam preparation has been made available for their benefit. It receives over 192 current periodicals. IIPA journals are also sent to various libraries and Institutions all over India under journal-exchange programme.
For any Institution to be reckoned as an outstanding academic Institution, it has to excel in Research. Across the globe, institutions like Harvard, Princeton, Yale, Oxford etc., are known for their Research proficiency. Throughout its seven decades of existence, IIPA has been a potent force as far as Research on contemporary and relevant themes in the area of Public Administration, Public Policy and Governance are concerned. IIPA started conducting Researches very early since its inception, first being a Project on ‘The organization of the Government of India’ in 1958. Several original Researches followed like ‘The system of Grant in Aid in India’, ‘Union-state Relations in India’ and others. Its Research works have been influencing policy decisions for long, like Researches on Consumer Awareness and Rights by its Centre of Consumer Studies leading to enactment of ‘Consumer Protection Act 2019,’ study on MSME leading to drafting of ‘MSME Policy 2024’ of Government of India and evaluation of Border Area Development Programme (BADP) leading to formulation of Vibrant Villages Programme (VVP). Its District Good Governance Index (DGGI) Project for Uttar Pradesh has been the talk of the town and many State Governments are trying to replicate this study in their domains. Devolution Index Project of IIPA is famous for objectively evaluating the progress of decentralization reforms and measure the state-wise devolution of authority to Panchayati Raj Institutions. Presently, IIPA is carrying out a large number of Research and Evaluation Studies, notable among them are evaluations of PM USHA scheme of Ministry of Education, National Level Monitor (NLM) of MoRD, PM Swasthya Suraksha Yojna of Ministry of Health & Family Welfare, Impact Assessment of MyGov of MeitY, Border Infrastructure Management Scheme of MHA, several Social Impact Assessments (SIAs) in Urban fields and other areas etc. It is also involved in one of the most ambitious Projects of Government of India, ‘Namami Gange’, providing support in the form of ‘Capacity Building of Stakeholders’ under this Project. Recently, IIPA has also been entrusted by Puducherry Government for its Administrative Reforms as also by Madhya Pradesh Government for Reorganization of Madhya Pradesh. As on 29, October 2025, IIPA has carried out 805 Research and Evaluation Projects not only for Government of India Ministries and Departments but also for State Governments, International Organizations like UNDP, PSUs and several Institutions with over 30 Research and Evaluation ongoing Projects.
IIPA reserved its best for the last. The most happening activity of IIPA came up later viz. Capacity Building Programmes to Government Officers commenced in 1959 after shifting to its own premises. It provides mid-career and Induction Capacity Building Programmes to Officers of Central and State Governments as well as Corporate Sector. Besides, it provides training to the Officers of foreign Governments, mainly from East European countries, South East Asian countries, South Asian countries like Nepal, Bangladesh, Sri Lanka, Bhutan, Mauritius, Maldives, Afghanistan, African countries and Latin American countries etc. under ITEC Programme of Ministry of External Affairs, Government of India and independently also conducts some Programmes for Nepal, Mongolia and others.
IIPA imparts training on Governance, Public Administration, Public Policy, Management, Environment, Disaster Management, Climate Change, Urban and Rural Governance, Gender, Tribal Issues, Digital Governance, Cyber Security, Water Resources, International Relations, Economics, Finance, Social Policy etc. IIPA imparts both offline and online training programs.
IIPA is now fast expanding into State Governments and grassroot Administration. It is conducting trainings for Bihar, Maharashtra, Odisha, Gujarat, Mizoram, Sikkim, J&K, Ladakh, Uttar Pradesh and others as also for Aspirational Block Fellows (ABP) of NITI Aayog. IIPA is now imparting training in the field of Agriculture Insurance, giving training to Management Trainees of Agriculture Insurance Company of India Ltd. (AIC).
Its flagship Programme Advanced Professional Programme in Public Administration (APPPA) is a 10-month long programme sponsored by DoPT, Govt. of India. Running uninterrupted since 1975, APPPA is now in its 51st APPPA edition. It is attended by Mid-senior Civil Servants and Defence Forces Officers like IAS, IPS, Central Services officers, Brigadiers, Air & Navy Commodores etc. In addition to Masters Diploma in Public Administration of IIPA, the officers also get the degree of Master of Arts in Public Administration and Public Policy from Panjab University. IIPA has a long-standing relationship with Panjab University since 1983. Earlier the degree provided by Panjab University was M. Phil. However, UGC has now abolished this degree. Several APPPA Alumni of IIPA have shined at important positions including Shri Ajay Kumar Bhalla, Hon’ble Governor of Manipur, Smt. Deepti Umashankar, Secretary to Hon’ble President of India, Shri Santosh Kumar Sarangi, Secretary, Ministry of New and Renewable Energy, Govt. of India, Lieutenant General Pushpendra Singh, Vice Chief of the Army Staff, Lieutenant General S. Mohan, Commander of UN Peacekeeping forces in South Sudan, Dr. Amandeep Garg, Addl. Secretary, Environment, Forests and Climate Change, Govt. of India, among others.
Apart from Panjab University, IIPA has collaborations with several National and International Academic Institutions like most of the State Administrative Training Institutes (ATIs) for capacity building, Universities across India and Institutions like Ho Chi Minh National Academy of Politics, Vietnam, National Academy of Governance, Mongolia, ENA, Paris, ENA, Morocco, Australian National University, Canberra, Victoria University, Wellington, St. John’s University, New York, Swiss Business School, Zurich, Hertie School of Governance, Berlin among others.
IIPA has a long-standing collaboration with Department of Science & Technology (DST), Govt. of India and regularly conducts two months long Foundation Programme for ‘Young Scientists’ apart from several other short-term programmes for scientific community including special programmes for women scientists. IIPA has also collaborated with India Cybercrime Coordination Centre (I4C), Ministry of Home Affairs, Govt. of India and imparting training in the field of Cybersecurity and Cyber forensic to the Law Enforcement Officers from all over India viz. Judges, IPS and State Police Officers.
IIPA imparts specialised trainings to not only ‘Selected Officers’ but ‘Elected Public Representatives’ also. In Panchayat trainings, IIPA has been involved in training elected representatives. In Urban field, IIPA has been imparting trainings across India in places like Jammu & Kashmir, Ladakh, Haryana, Punjab, Arunachal Pradesh and others to Municipal Officers as well as Mayors, Dy. Mayors and Councillors.
IIPA has now diversified into Corporate and Private sectors as well and organizes Programmes for senior Public Sector Officers. It has partnered with Amazon for various Research and Training activities. Recently, it has organized Training Programme for Maruti Udyog officials. IIPA has conducted 4060 Training Programmes involving around 157483 Officials till 29, October 2025.
In addition, IIPA has become a huge name in Digital and Online Training. IIPA has partnered with Capacity Building Commission (CBC) and ‘Karmayogi Bharat’ to prepare digital courses and hosting them on iGOT platform for online trainings. IIPA has been preparing digital contents and hosting them on its website www.iipa.org.in for the benefit of students and officers.
IIPA regularly organizes Conferences and Seminars on contemporary themes. Most notable among them is the ‘Founders’ Day Memorial Lecture’ which is organized every year on 29th March, the establishment day of IIPA on which we remember our Founding Fathers and pay tribute to them. The day is graced by the presence of Hon’ble Vice President of India and President IIPA who delivers the Annual Dr. Rajendra Prasad Lecture at IIPA. The Hon’ble Union Minister and Chairman IIPA also makes it a point to grace the occasion.
Another one is, Dr. Rajendra Prasad National Convention which is an amalgamation of five Memorial Lectures of IIPA viz. T. N. Chaturvedi Memorial Lecture, U. C. Agarwal Memorial Lecture, Saroja Memorial Lecture, P. Umashankar Memorial Lecture and Rakesh Hooja Memorial Lecture. This is a tribute to the some of the great persons involved in taking IIPA to the present heights. This year’s Convention is going to be held on the theme ‘Swarnim Bharat 2047 (Virasat aur Vikas): Integrating Heritage and Development for a Progressive Future’ during November 20-21, 2025.
IIPA organizes an Annual Conference on any relevant contemporary Public Administration theme. This year, the National Conference is going to be held on ‘Revisioning Rural Development for Viksit Bharat @2047- Impact of Multi-dimensional Poverty and Saturation’ during November 18-19, 2025.
‘Case Studies’ are fast emerging as a very effective method of teaching, particularly, to the adult audience where one needs to keep them engaged all the time. The span of attention is going down quite considerably. On top of it, teaching and training for adults are secondary. In this scenario, importance of case study teaching is growing rapidly. Sensing this dimension, IIPA has constituted a Case Study Cell which is now organizing a separate Conference on Case Studies annually. The best Case studies are awarded in IIPA AGM and selected Case Studies are published in Bharat Journal of Case Studies. In all Conferences at IIPA, participants have to write papers and send to IIPA. The authors of selected papers are invited to present their papers in the Conference.
Additionally, IIPA organizes Annual Conference in the field of Urban Development, Annual Dr Ambedkar Memorial Lecture in memory of Dr. B. R. Ambedkar, ‘Father of Indian Constitution’ and ‘Hindi Diwas special lecture’ along with several other conferences/seminars/book discussions every year. Recently, IIPA organized a special Conference on Cybersecurity in collaboration with AWS for FINTECHs and Banking sector. Also, it organized a special Conference on Cooperatives, a rapidly evolving sector.
IIPA is essentially the sum total of its several Academic Centres which conduct research and training programmes in their specialized fields. The earliest centre of IIPA viz. Centre for Urban Studies (CUS) came into being in 1966 on the report of ‘Nuruddin Committee’ submitted to Union Ministry of Urban Development in 1963. CUS is involved in research work, publications, capacity building programmes in urban development fields and seminars/conferences. The Centre for Consumer Studies (CCS) is involved in research and trainings in Consumer Awareness area. Under the aegis of this centre, IIPA had the privilege of hosting National Consumer Helpline (NCH) for a long time. IIPA has a full-fledged Dr. Ambedkar Chair which is involved in working on the teachings of Dr. Ambedkar along with study on marginalized section and Constitution of India. IIPA has other centres like Centre for Environment & Climate Change, Centre for Good Governance, Centre for Tribal Research & Exploration (COTREX), Centre for Economic Growth and Management Studies, Centre for e-Governance and recently added Centre for Cooperative Studies.
The Institution of Director General is one of the most important at IIPA. Director General is the Academic and Administrative Head of the Institute along with being the Member-Secretary of IIPA Executive Council. The nomenclature was Director earlier which was amended to Director General in 2020. In the past several eminent Civil Servants and Academicians have graced this position like the first Director Prof. D. G. Karve who was Director, Programme Evaluation Organization, Planning Commission. Later on, Shri T. N. Chaturvedi, former Governor of Karnataka and Kerala, Shri S. Ramanathan, former Secretary of Chemicals, Govt. of India, Shri M. C. Gupta, former Chief Secretary, Haryana, Shri B. L. Baswan, former Secretary, Ministry of Human Resource Development, Govt. of India and Dr. T. Chatterjee, former Secretary, Environment and Forests, Govt. of India have graced the position. The position is presently graced by Shri Surendra Nath Tripathi who had been the Secretary, Ministry of Parliamentary Affairs, Govt. of India. Under his dynamic leadership, IIPA is continuously attaining new heights.
IIPA has always been privileged to have a high quality faculty base who have been involved in research, publication and capacity building initiatives and instrumental in IIPA meteoric rise over the last seventy-one years. IIPA has witnessed some of the world-renowned academicians to walk down its corridors in the past like Prof. M. J. K. Thavaraj, Prof. Kuldeep Mathur, Prof. S. R. Maheswari, Prof. A. Datta, Prof. S. K. Goyal, Prof. Kamta Prasad and others. In the present times, IIPA faculty members have been providing valuable services not only to IIPA but also to Govt. of India through its various important committees, several State Governments and other Institutions. IIPA faculty members are hugely in demand in Universities and Institutions across India as well as abroad for academic sessions as well as consultancies.
As an eminent Institution, what IIPA preached to others outside, follows it by heart internally as well. IIPA has proven excellence in self-governance in the form of well-structured divisions and sections like Library, Publication, Administration, Accounts, Training, Research Coordination Unit, Membership, Maintenance and Pension Cell. IIPA is a certified ISO 9001 Institution along with designated in ‘Ati Uttam’ category among training institutions in India by Capacity Building Commission (CBC).
IIPA has been marching with its huge development of Infrastructure with thirteen state-of-the-art Lecture Halls, TNC Memorial Hall being the largest with a capacity of 200. All halls are VC equipped for online trainings and meetings. IIPA has a well-equipped 200-seater Hostel for Officers who come here for trainings. IIPA has come up with its new building IIPA Bhawan also which is going to be occupied by Coalition for Disaster Resilient Infrastructure (CDRI), an international organization and National Disaster management Authority (NDMA) shortly. IIPA is also incubating and mentoring National Tribal Research Institute (NTRI) in its campus.
IIPA is looking towards contributing to the vision of Hon’ble Prime Minister of India Shri Narendra Modi, to transform ‘Karmacharis’ to ‘Karmayogis’ and shifting from a Rule-based system to Role-based system. The last seventy years has been a period of not only imparting teaching and training to others but continuous learning for IIPA. It has now streamlined all its operations and looking towards making IIPA a Viksit and Atmanirbhar IIPA before 2047 and keep contributing its bit towards Nation-Building. Even sky is not the limit for IIPA, its eyes are set beyond the horizon!
उसे गुमाँ है कि मेरी उड़ान कुछ कम है
मुझे यक़ीं है कि ये आसमान कुछ कम है l
As India approaches its 2047 centennial of independence, the idea of "Viksit Bharat" (Developed India) is gaining prominence in national discussions. This research paper explores how street vendors perceive the PM SVA-Nidhi Scheme and its significance in reaching this objective.
Education is a key driver of national development, enabling individual empowerment and societal transformation. Despite progress toward universal education in India, significant challenges such as socioeconomic, geographic, and gender disparities continue to limit equitable access to quality learning.
When citizens actively express their views and participate in governance, it drives national progress by aligning government actions with public needs. India has a long history of such participation, dating back to the Vedic era, though it was disrupted by invasions.
This article presents a case study on the development of railroads in India during British rule (1845–1924), focusing on the unique relationship between ownership and control that gave rise to freestanding companies stand-alone firms based on foreign direct investment.
E-transportation is emerging as a game changer in the travel and tourism industry, offering sustainable mobility solutions that reduce carbon emissions while enhancing the overall travel experience. This paper explores its advantages such as smoother journeys, improved access to offbeat destinations, and eco-friendliness alongside challenges like limited charging infrastructure, high costs, range anxiety, and slow technology adoption.
It is well well-known fact that Fat self-ignites at 760 Degree celsius. Using this fact, a group of environmentalists has tried an experiment of building Low- low-cost green Crematoriums, which save over 440 kg of wood per cremation (reducing from 500 kg of wood used in open cremation to just 60 kg in green crematoriums).
Ecological issues give birth to environmental discourses on human-nature interaction worldwide, which ultimately reinforce the need for environmental sustainability. In the globalization era, environmental security has become one of the key security issues, especially for the countries in the Global South.
The objective of the study is to analyse the socio-economic impact of the two sewage treatment plants using Cost-Benefit Analysis to compare the costs and benefits of the two plants. The aim is to comprehend the economic, health, environmental, and ecological impact of these sewage treatment plants.
The article delves into the complexities of insider trading, particularly in the context of circumstantial evidence and evolving technological challenges. The Securities and Exchange Board of India (SEBI) faces significant hurdles in prosecuting insider trading due to encrypted communications, lack of jurisdiction over extraterritorial offenses, and reliance on indirect evidence.
General Purpose Technologies (GPTs), such as Artificial Intelligence (AI), Blockchain, Cloud Computing, and the Internet of Things (IoT), are transforming various sectors, including public administration. These technologies hold the potential to create more efficient, transparent, and citizen-centered government operations.
This study critically examines the Jhar-Jal Portal, an ambitious state-led digital governance initiative deployed in Jharkhand, India, as an empirical site for exploring the intersection of technological innovation and participatory water governance in the Global South.
Spurred by the national vision of Viksit Bharat @2047, the present study attempts to achieve the goal of presenting a pathway for evidence-based decision-making by conceptualising a framework for building a unified Data Exchange Digital Public Infrastructure (DPI), christened by the authors as ‘जिला डेटा मंच’ ( Jila Data Manch, JDM).
Viksit Bharat seeks to convert India into a developed country by 2047, focusing on economic prosperity, social welfare, and sustainable environmental practices. With India nearing its 100th anniversary of independence in 2047, the idea of "Viksit Bharat" (Developed India) is becoming more central to national conversation.
The integration of women into the Indian Defence Forces marks a significant stride toward gender inclusivity and operational efficiency. This paper examines the challenges and opportunities for women in the Indian Armed Forces, focusing on cultural, institutional, and operational barriers that hinder their natural progress.
This paper examines the evolving role of leadership in Public-Private Partnerships (PPPs), emphasising the need for adaptive and integrative leadership to address the contemporary complexities such as political dynamics, financial and regulatory frameworks; and social and cultural challenges.
This sentiment lies at the heart of ease of living. The concept of ease of living has emerged as a vital yardstick to judge whether growth translates into better lives. It goes beyond GDP numbers, probing how easily a student reaches school, how safely a woman returns home at night, how affordably a family accesses water, healthcare and housing.
The measure of a nation’s progress is no longer captured in the rise and fall of its GDP. It is written instead in the rhythms of daily life: whether families feel secure in their homes, whether clean water runs from a tap, whether old age comes with dignity, and whether young people believe the future holds opportunity.
India has surpassed France and the UK to become the fifth largest economy in the world with a nominal Gross Domestic Product (GDP) estimated to be around $ 3.12 trillion for FY22. For the fiscal year 2022-23, a healthy growth rate of approximately 7% is anticipated.
This paper offers an integrated digital drone-based services solution for cities & towns, controlled through an integrated smart control room and/or where users may call in for support of required service, on a time-sharing basis; charged according to No of drones, payload, distances and time calculations.
This paper covers the health benefits of cycling and how it has a positive impact on the environment. It examines the Dutch model of the development of cycling, how it may be adapted to Indian conditions, and help to overcome the barriers to cycling, in the Indian context.
The transformation of the lives of rural women towards their betterment is a critical issue in the development process of countries around the world. Poverty, lack of financial awareness, minimal or no education, and women's disempowerment are reasons for the poor condition of rural women.
In India, the procedure of shifting the paradigm for good governance has been dynamic and continuing. A notion known as "good governance" includes a number of rules and procedures designed to guarantee the efficiency, effectiveness, and accountability of governmental institutions.
Administration of independent India drewn many transformations to get away from British colonial administration that propagates the colonial need such as maintenance of law and order, collection of revenue, tactics to hold the administrative power in British civil servants.
The twenty-first century should be an era of new forms of Governance different from what we have seen in the past. Due to widespread economic problems and fiscal constraints in the 1980's, governments around the world both rich and poor, concluded that government had become too big, too costly and ineffective.
The concept of ‘governance’ is not new. It is as old as human civilization. It has over the years gained momentum and a wider meaning. Apart from being an instrument of public affairs management, or a gauge of political development, governance has become a useful mechanism to enhance the legitimacy of the public realm.
In India, the paradigm of Participatory Forest Management (PFM) is proving to be transformative as it attempts to balance the intricate relationships between sustainable resource utilisation, forest regeneration, and conservation. India, which has about 70 million hectares of forest cover, struggles to meet the socioeconomic demands of the people who depend on the forests while also protecting these ecosystems.
A long-term abutting weather situation that is particularly related to temperature and precipitation is called climatic change. Land-use changes, forest fires, Greenhouse Gas Emissions, and natural disasters like volcanic eruptions are all possible contributing factors to this Climate shift (Reddy, 2015).
The Yamuna is a tributary of the holy Ganges. The main stream of the Yamuna River originates from the Yamunotri Glacier at Bandar Panch (38°59'N, 78°27'E) in the Mussoorie Ranges of the lower Himalayas, at an average altitude of about 6387 meters above sea level in the Uttarkashi district (Uttrakhand) increase.
The issue of governance has received serious attention of researchers, policy makers, administrators and the national as well as international community. The New Public Management (NPM) concept is focused on service, quality, performance management and risk management of governance processes.
The government provides services including healthcare, education, social support, and financial inclusion to the public. However, villagers and citizens in remote areas often struggle to access these services due to several constraints including inadequate infrastructure and inaccessibility.
Digital governance, in the context of the digital era, involves the use of information and Communication Technologies (ICTs) to enhance and transform the delivery of public services, improve government efficiency, and engage citizens in decision-making processes.
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, as the executive arm of the state, has tremendous responsibilities to match the needs and aspirations of the citizens of the state. The systems have evolved over the years in almost every country as the politico and socio-economic environment of the respective country have changed.
Public administration is the cornerstone of modern governance. It refers to the organization, management, and implementation of government policies and programs, carried out by public officials and institutions. As a vital mechanism of the state, public administration not only ensures the effective delivery of services to citizens but also upholds the principles of accountability, transparency, and rule of law.
Tribal Sustainable Development through Evidence-based Policy and Planning: A major issue in post-Independence India has been a misreading of demands of tribal communities. What they have been demanding pertains to choice upholding their traditions and customs and having ownership over natural resources
As the Idiom of technological advancement takes its toll. The paper highlights a few poignant and emerging factors in the International Relations theorization. It was conservatively maintained by the defense strategists and the political leadership across the Global polity that foreign policy and the Diplomacy are greatly determined by the “given” of Geography and terrain
With the deepening of democracy, increased decentralisation, increasing social and political awareness, digital penetration, shifts in demography, demand for quality services by common citizens has been accelerating at a faster pace. In such a scenario, the role of State is critical for promoting equity in access to services.
"Accelerating India's Development" holistically looks at India’s growth trajectory since gaining independence – it rounds up all where it has done well including unity, upholding the integrity of its constitution, retaining democratic values at its core. It also does not mince words to convey where all the nation has faltered such as falling short in delivery of public services including…
Income and Employment Intensive Growth Agenda for India: The paper examines income and employment status in the Indian labour force to identify policy attention and follow up. The macroeconomic policies taken during last one decade are yielding positive results leading to expansion of manufacturing and services and structural transformation in the economy.
An Analysis of India's Social Welfare Programs: In a democracy, the state's role is to promote societal welfare. According to Aristotle, the state should not only ensure its survival but also improve the quality of life for its citizens. The state has a moral responsibility to its citizens. Modern views agree that the state should provide essential services like education,…
Digital Innovations in Social Protection: Trends, Challenges, and Solutions: The integration of digital technologies into social protection systems represents a transformative shift with profound implications for the delivery of welfare services. This chapter explores the evolving landscape of digital innovations in social protection, contextualising these developments within the broader framework of universal social protection and a systemic approach to welfare.
One of the most crucial aspects of our society is law enforcement, which deals with issues of law and order nationwide. It is an essential component of the state's legal system. The British government introduced a Police Act in 1861, which is still very relevant and based on policing.
India’s Vision for 2047 aims to transform the nation into a developed country, with healthcare being pivotal for this progress. Achieving universal health coverage and modernising healthcare infrastructure are essential for fostering a healthy productive population, which in turn drives economic growth and reduces poverty.
Several challenges linger in the Indian education system, like rote learning, the non-existence of practical skills among students, and disparities in access to quality education. To deal with the criticism for excessive curriculum and unreasonable focus on rote learning, this chapter examines the strategies comprising the building blocks to reform Indian schools.
Social development is expected to promote holistic improvement of individuals, institutions and their surrounding environments. Looking at the pace of development in India, the economy of most states requires strategic prioritization to accelerate improved well-being of the people. Accessibility to health, school education and public security are critical to the edifice of social development.
India is the largest democracy in the world inhabited by about 1.36 billion people over an area of 3287 thousand square kilometers according to an estimate for 2021 based on Census 2011. The Indian economy is characterised as a middle-income emerging market economy. In the last three decades the economy has faced three major crises, i.e., balance of payment crisis…
Neoliberal policies pursued by India since 1990s have created a space for private enterprises hitherto occupied by the state entities, unshackled the existing enterprises and introduced reforms to facilitate private initiative. This chapter looks into the ecosystem of the private sector in general and the developments in three specific sectors- urban mobility, water supply and housing, to draw lessons for…
This Chapter highlights the gradual transformation from Personnel Administration to Strategic Human Resource Management over the years in Government of India. However, there is still a long way to go. In this Chapter an attempt has been made to delineate the criticality to move towards Strategic HRM in Government of India to achieve India’s developmental goals.
Robust statistical data forms the cornerstone of an informed governance system. This paper studies the statistical system and data dissemination in the Centre and State governments in India, and the measures put in action to accelerate the data dissemination process. Arguing that the availability of high-frequency statistical data is a necessary condition for good governance, the first section of the…
In the Amrit Kaal (golden period) of independent India, the ‘citizen first’ approach guides public governance by deepening the outreach of service delivery mechanism so that international standards could be achieved in India@100. The goal can only be achieved by all inclusive governance involving stronger and effective local self-governments both panchayats and municipalities.
In modern societies, with the increasing role of the state in social and economic fields, emphasis on the quality of its governance is of prime concern to all. Indian bureaucratic system of governance is founded on the principle of rule of law, as the state power is divided amongst three chief organs, each has the its own quality under a…
This paper discusses the concept of good governance and its relations with the electoral politics in Indian context. It highlights the various strategies employed by the government and related agencies for the growth and development of the country. Major reforms pertaining to the country’s infrastructure, IT, administration, economy and public services are a few areas that have been explored in…
With the Indian government’s vision to transform India into a developed nation by 2047, marking hundred years of independence, it has become of highest importance to learn from the past, tenaciously work in the present and step towards the future with complete efficiency. In its 77 years of becoming a democracy, India has soared high with continuous transformations marked by both…
The vision of Viksit Bharat can be realised through Viksit States, and that the aspiration of Viksit Bharat should reach the grassroot level i.e. to each district, block, and village. For this, each State and District should create a vision for 2047 so as to realise Viksit Bharat @ 2047.