Introduction
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. This theoretical analysis explores the underlying ideas, background, and complex dynamics that have shaped PFM’s development in the Indian context. The Forest Department has historically led India’s forest management, prioritising revenue generation through timber production at the expense of local communities’ rights and needs. Ecosystem degradation and strained relations between forest officials and the communities closely associated with these landscapes were the outcomes of this top-down approach.
PFM emerged in India in response to the realisation that it is not socially or ecologically justifiable to exclude local communities from decisions about forest management. An important turning point was the 1988 Forest Policy, which gave communities that depended on forests first priority. A participatory framework was formalized in the 1990 Joint Forest Management (JFM) order, which identified the rights, obligations, and roles of the Forest Department and local communities. (D Pratap, 2010). In India, PFM is a flexible, dynamic framework designed for particular ecological, social, and economic circumstances. The positive effects of PFM are demonstrated by experiences in states such as West Bengal, Haryana, Madhya Pradesh, and Gujarat, which highlight its potential to revitalize degraded forests and improve local livelihoods. The case studies provide empirical insights that are consistent with PFM’s theoretical expectations as a catalyst for community well-being and ecological resilience.
This theoretical analysis of PFM in India essentially looks at the transition from a top-down, exclusive model of forest governance to one that is inclusive and participatory. It explores the complex relationship between social justice and ecological sustainability, highlighting cooperative strategies that enable local people to take charge of protecting their forest legacy.
The theoretical underpinnings of PFM provide direction for creating a sustainable and just future for India’s forests and communities as it negotiates the challenges of striking a balance between conservation imperatives and socio-economic aspirations.
Objectives
• Explore and elucidate the basic concepts of Participatory Forest Management (PFM) in order to offer a clear and thorough comprehension.
• Examine how PFM’s theoretical underpinnings enables multiple stakeholders to actively engage in processes that ultimately lead to decisions about forest management and policy.
• Review the theoretical connections in the PFM framework between forests, biodiversity, and human well-being to learn how they affect sustainable forest management and identify the elements that are significant for sustainability.
Research Methodology
A qualitative research methodology is used in the theoretical analysis of Participatory Forest Management (PFM) in India. Based on an extensive review of the literature, the study explores well-established theoretical frameworks. Policy and stakeholder analyses break down different points of view. Communication with local communities are guided by ethical considerations. The research aims to enhance comprehension of PFM’s theoretical underpinnings and practical implications by means of qualitative data synthesis. Secondary sources for the study include books, journals, and official government documents.
Review of Literature
R A Sharma, 1995: PFM is crucial for revitalising damaged forests and combating poverty because it actively involves local communities in the planning and management of forest resources, according to RA Sharma’s 1995 study. In order to stop the destruction of forests and advance sustainable management, these works highlight the necessity of cooperative behaviour.
N C Saxena, 1997: Focusing on the Joint Forest Management (JFM) programme,“The Saga of Participatory Forest Management in India” provides an in-depth analysis of India’s forest policy. The book evaluates JFM implementation, examines the sustainability of collective action, and criticises previous policies based on in-depth field visits throughout states. It is an important tool for researchers funding organisations, and policymakers working on participatory development projects, and it provides profound additional knowledge to the theory of property regimes.
Wietze Lise, 2000: The evolution of participatory forest management (PFM) in Andhra Pradesh through Community Forest Management (CFM) and Joint Forest Management (JFM) is highlighted in the study. It examines the role, effects, and dimensions of government interventions.
A study on the variables influencing people’s involvement in forest management also highlights the significance of social and economic indicators and the facilitative role that states perform in this regard.
Mamta Borgoyary, 2005: The research on Uttaranchal’s local forest management assesses the intricate relationships between statutory, developmental, and traditional organisations. It draws attention to the power relationships and range of engagement styles found in organisations such as Village Forest Protection Committees. The study examines India’s PFM policies in a larger perspective and looks at various stakeholders’ implementation techniques to get the best livelihood benefits.
Golam Rasul, 2011: The article investigates policies, legal frameworks, organisational structures, and authority decentralised government related to participatory forest management (PFM) in Bangladesh, Bhutan, India, and Nepal. Despite the fact that all four of these nations are moving towards PFM, the characteristics and foundations are very different. In contrast to Bangladesh's highly centralised social forestry, which is viewed as weak, Nepal's community forestry stands out as a strong participatory system. In between are India's collaborative forest management and Bhutan's community forestry. For the purpose of promoting true PFM throughout these nations, the study offers a range of recommendations.
Binod Bhatta, 2013: The paper provides a contextualization of the Hindu Kush-Himalayas region and brings out its importance in terms of common property resources. It argues that the revival of participatory forest management is essential for the growth of the region and the reduction of poverty. The analysis emphasises the need for policies that facilitate this, identifies potential obstacles to implementation, and offers solutions. The research examines policy narratives and looks at claims related to participatory forest management in India (JFM) and Nepal (CF), offering logical assessment and empirical scrutiny.
In India, joint forest management, or JFM, has undergone several phases that have changed over time to reflect changes in challenges, policies, and methods. Below is a summary of the many stages:
Evolution of Joint Forest Management in India
Phase 1: Emergence (late 1970s to early 1980s)
Joint Forest Management began in the late 1970s and early 1980s. In this period, India saw a rising realisation of the importance of community participation in forest management. The conventional top-down strategy started to change as local communities were recognised as being key to the preservation and regrowth of forests.
Phase 2: Recognition of Policies (1988)
The National Forest Policy’s establishment in 1988 marked a major turning point. This strategy emphasised the importance of local communities’ involvement in forest management and formally acknowledged their role in it.
It paved the way for a more inclusive and cooperative approach by imagining cooperative efforts between local communities and forest departments.
Phase 3 (1990s): Experimentation and Implementation
Joint Forest Management became formally established in the early 1990s when pilot projects were started in several states. These trials sought to determine whether it would be feasible to involve local people in the preservation and regeneration of forests. In order to share duties and benefits, the Forest Department started working with the local villagers to form Joint Forest Management Committees, or JFMCs.
Phase 4 (mid-1990s to early 2000s): Scaling Up
Building on the successful trials, Joint Forest Management was significantly expanded throughout India in the mid-1990s. The model was embraced by several states, increasing the area of forests under community management. During this phase, there was an increase in Joint Forest Management Committees, indicating that community participation in forest conservation was becoming more and more accepted.
Phase 5: Amendments to Policy (2002)
In 2002, changes were made to the JFM guidelines in recognition of the need for more inclusive governance. The modifications sought to improve the representation of underrepresented groups, including women, in the decision-making process. It addressed the issue of power disparities and worked to improve the Joint Forest Management framework’s equitable structures.
Phase 6: The difficulties and Reevaluation (End of the 2000s – Beginning of the 2010s)
Notwithstanding the achievements, this stage highlighted the drawbacks and objections to the Joint Forest Management concept. Inequity, gender inequality, power dynamics, and inadequate incentives for local communities emerged as major concerns. The program’s efficacy came under investigation, which prompted a review of the rules and procedures.
Phase 7: Integration and Sustainability (From 2010 onward)
Making Joint Forest Management absolutely sustainable has been a priority in recent years. In an effort to link the objectives of socioeconomic development and forest conservation, JFM is being integrated with larger programmes for rural development. Making JFM financially sustainable, lowering reliance on outside funding, and promoting open, inclusive, and sustainable forestry practices are the main goals.
Theoretical Analysis:
Implications of Participatory Forest Management in India:
NGO and Civil Society Involvement:
The effective implementation of Participatory Forest Management (PFM) in India has been made possible by the contributions of civil society and non-governmental organisations (NGOs).
These organizations serve as intermediary organizations for local communities and government agencies, and they are essential in filling up procedural and informational gaps.
NGOs mobilize local communities and educate them about their rights and the advantages of participatory initiatives, so acting as catalysts for change. Non-governmental organisations (NGOs) equip community members with the necessary knowledge and skills to actively participate in forest management decisions by means of seminars, awareness campaigns, and capacity-building programmes. This instructional function is essential because it guarantees that the people living in the area are aware of their rights, the value of forests ecologically, and the possible advantages of sustainable resource management.
A single impact of NGO engagement is the development of increased consciousness within communities. Participating in PFM efforts more actively and intelligently is a result of this awareness. NGOs promote a cooperative atmosphere by serving as mediators in positive conversations between communities and government organisations. By working together, we can make sure that the special requirements and viewpoints of the community’s citizens are taken into account during the decision-making process, which results in more efficient and inclusive forest management techniques. NGOs are essentially local communities’ advocates, giving them the ability to actively participate in determining the sustainable future of their forest ecosystems.
Achieving Sustainable Forest Management
The incorporation of community involvement and local knowledge into Participatory Forest Management (PFM) has significant effects for India’s sustainable forest ecosystems. PFM guarantees improved forest regeneration and decreased degradation by embracing traditional wisdom and involving local populations in decision-making processes. By encouraging a careful balance between resource use and preservation, this strategy improves biodiversity conservation. Communities that actively participate adopt behaviours that are consistent with ecological sustainability. In the end, the participative method ensures that these essential natural resources satisfy the demands of both the present and the future generations by facilitating a healthy coexistence between human activities and forest ecosystems.
Entrepreneurial Opportunities in Participatory Forest Management (PFM)
In India, participatory forest management, or PFM, enables entrepreneurial possibilities that strengthen local communities’ economic and environmental standing. By providing natural experiences and guided tours, eco-tourism projects make the most of the abundant biodiversity and promote sustainable tourism.
The trade in non-timber forest products (NTFPs) includes the collection and exchange of resources such as medicinal plants, which offers communities a sustainable source of income while maintaining the sustainability of the resources. PFM additionally promotes agroforestry for community cultivation and sustainable agriculture methods. These chances promote economic growth, diversification of income, and the establishment of small companies in the community. By adopting an entrepreneurial mindset, PFM not only helps to preserve forests but also improves the socioeconomic standing of local communities, opening the door to a more affluent and sustainable future.
Skill Development in Participatory Forest Management (PFM)
Participatory Forest Management (PFM) facilitates skill development among local populations by allowing them to take part in forest management activities. Participating actively in forest-related activities improves community members’ abilities to use resources sustainably and practise conservation. As a result, the community gains better skill sets, which raises employability. Equipping people with natural resource management knowledge and skills guarantees the success of PFM programmes and produces a labour force that can support more ambitious environmental preservation objectives. PFM’s socioeconomic impact includes skill development as a vital aspect, promoting a community that is both economically empowered and ecologically sensitive.
Complex Interrelationships: Forest, Biodiversity, Human Well-being
The foundation of Participatory Forest Management (PFM) In India is the intricate links that exist between forests, biodiversity, and people well-being. Acknowledging these components’ interdependence is important to the concept. Significant improvements in livelihoods, ecological resilience, and community well-being are the results of this. PFM programmes indicate that biodiversity and forest health have a direct impact on human welfare, operating from a holistic perspective of the environment. FM seeks to establish a harmonious balance by recognising this connection and promoting ecosystems that support biodiversity and offer vital resources for the welfare of nearby communities. The methodology emphasizes the significance of creating habitats in which the complex interrelationships of forests, biodiversity, and human societies support the mutual well-being and longevity of all interdependent elements.
Potential effects of Participatory Forest Management in India
• Poverty Alleviation
• Improved Livelihood
• Holistic Environmental Balance
• Government – Community Collaboration
• Conflict Resolution
• Eco-tourism Growth
• Natural Resource Management
Significant Components necessary for the successful implementation of PFM in India
In India, participatory forest management, or PFM, is a dynamic, multidimensional strategy that incorporates local populations in the processes of making decisions concerning forest resources. To guarantee successful implementation and long-term results, a thorough investigation of all essential elements is necessary for the theoretical analysis of PFM in the Indian context.
Community-Centric Approach: PFM’s theoretical underpinnings underline how important it is for local communities to be involved in choices about forest resources. This calls for a sophisticated comprehension of the breadth of communal involvement. A crucial part is played by cultural nuances, historical ties, and customary links with trees. Given the heterogeneous sociocultural makeup of India, the research needs to take into account the ways in which various populations view and engage with their forest ecosystems.
Collaboration between the Government and Local Communities: Cooperation between the government, stakeholders, and local communities can be emphasised. This collaboration in India needs to be examined in the perspective of a larger socio-political environment. To what extent do local needs inform government initiatives, and how successfully are issues resolved? For PFM activities to be successful, it becomes imperative to use India’s cultural variety for productive collaboration.
Legal and Policy Implications: Adequate legal and policy frameworks are essential for PFM success. Examining current policies closely in the Indian setting is crucial to ensuring that they ensure validity in a variety of cultural and ecological situations. The theoretical framework needs to take into account the diversity of India’s communities and landscape while investigating prospects for localised adaptations.
Local Autonomy in Decision-Making: Local communities are empowered to participate in decision-making processes since PFM’s theoretical framework decentralizes authority. In India, the study has to look into how much autonomy local bodies are given. All of this stipulates an awareness of regional decision-making processes, cultural diversity, and the impact of traditional governance systems.
Equitable Benefit Distribution: An intense focus on members of the community distributing benefits fairly is needed. It is vital to assess the social and economic aspects of benefit distribution in the Indian setting. To ensure fair results, it becomes imperative to address gaps and promote inclusive growth.
Sustainable Resource Practises: PFM stresses the significance of ecological sustainability and is in line with the concepts of sustainable forest management. Examining how customary ecological knowledge is incorporated into practices is part of the Indian outlook. By recognising the inextricable link between communities and their ecosystems, it makes ensuring that resource management is in line with local environmental sustainability goals.
Resolution of Conflict in Various Settings: PFM foresees problems and includes ways to resolve them. It becomes essential to comprehend the dynamics of disputes in India’s various cultural settings. To ensure that PFM is implemented effectively, the theoretical framework needs to investigate conflict resolution techniques that take cultural sensitivity into account.
Capacity Enhancement for Local Communities: Comprehensive assessment of the training and education initiatives currently in place needs to be involved. Taking into account the linguistic diversity of the country, the strategy is to design capacity-building projects so that communities have the necessary tools to actively engage in PFM procedures. This means that training materials, techniques, and communication strategies must be tailored to the language quirks and cultural preferences of certain cultures. Bridging educational gaps and equipping communities with the information and skills necessary for successful participation in PFM activities are the objectives.
Biodiversity Conservation with Cultural Sensitivity: PFM incorporates biodiversity conservation with forest management while being sensitive to cultural differences. This article prescribes a review of conservation strategies that respect cultural customs in the Indian context. By ensuring that biodiversity goals are in line with regional customs, the study strikes a harmonious balance between cultural sensitivity and conservation.
Cultural values and ethical considerations: PFM considers moral principles in relationships with the community. The ethical ramifications of PFM in India must be assessed by the theoretical analysis, taking into account cultural values and legacy when making decisions. This guarantees that PFM programmes conform to the moral standards of various groups.
Way Forward
A multifaceted strategy is needed to advance Participatory Forest Management (PFM) in an effective manner. First and foremost, decentralisation of forest institutions is important in order to make decision-making more locally focused and responsive to community needs. Stakeholders’ active participation in community-based organisations cultivates a sense of accountability and ownership. Strong integration of accountability and transparency measures is necessary to foster stakeholder trust. Women and indigenous people must actively participate in PFM for comprehensive forest management.
Indigenous perspective improves sustainability, and women provide unique viewpoints and advocate for gender parity in decision-making. PFM is even more effective when good governance concepts are included. Consistent monitoring of forest management guarantees adherence to sustainable practices. Adopting digital governance solutions can help to improve decision-making efficiency by streamlining data management and communication. Initiatives aimed at increasing capacity are essential for equipping local communities with the knowledge and abilities required for sustainable resource management. This holistic approach guarantees that PFM fosters a resilient, accountable, and participatory framework for the preservation of essential ecosystems in addition to attaining sustainable forest management.
Conclusion
Theoretical analysis concludes that historical legacies, socio-economic dynamics, and environmental conditions interact in a nuanced way in India to shape Participatory Forest Management (PFM). It negotiates obstacles and achievements, as demonstrated by initiatives like India’s Joint Forest Management and Nepal’s Community Forestry. PFM and ecological resilience are linked by theoretical frameworks that highlight particularities of culture and ethical issues. Stakeholders are woven into the material of governance, including NGOs and local communities. The holistic approach of PFM integrates biodiversity, livelihoods, and forest resources. Decentralised governance, transparency, and capacity building are the ways forward; inclusive engagement of women and indigenous people is particularly important for long-term and fair forest management.
References
1. Ajay Kumar. 2000. A decade of JFM in India: Looking back for better foresight. Indian Forester. 125 (5): 579-582
2. Binod Bhatta, et al. (2013). Actors and their narratives in participatory forest management. Forests People and Power: The Political Ecology of Reform in South Asia, 92.
3. Dr. Sujit Kumar Biswas, Ms. Ashima Rai. Joint Forest Management and Community Participation: A Study in Indian Perspective. Indian Journal of Law and Justice. Vol. 12 No. 2.
4. G. Dhanapal. (2019). Revisiting participatory forest management in India. Current Science, VOL. 117, NO. 7.
5. Golam Rasul, et al. (2011). Comparative analysis of evolution of participatory forest management institutions in South Asia. Society & Natural Resources 24 (12), 1322-1334.
6. https://www.jstor.org/stable/4314311
7. Jagannadha Rao Matta, John Kerr, Kimberly Chung. (2005). From Forest Regulation to Participatory Facilitation: Forest Employee Perspectives on Organizational Change and Transformation in India. Journal of Environmental Planning and Management, Vol. 48, No. 4, 475–490.
8. Jens Friis Lund, Rebecca Leigh Rutt, and Jesse Ribot. (2018). Trends in research on forestry decentralization policies. 1877-3435/ã 2018 Elsevier B.V.
9. https://doi.org/10.1016/j.cosust.2018.02.003
10. Kashyap, S. C. (1990). National Policy Studies, New Delhi. Tata McGraw-Hill Publishing Company Limited.
11. Khare, A., Sarin, M., Saxena, N.C., Palit, S., Bhathla, S., Vania, F. and Satyanarayana, M. (2000). Joint Forest management: Policy, Practice and Prospects. IIED Publishers. London.
12. K. S. Murali, Madhuri Sharma, R. Jagannatha Rao, Indu K. Murthy, and N. H. Ravindranath. Status of Participatory Forest Management in India: An Analysis. Joint Forest Management and Community Forestry in India.
13. Mamta Borgoyary, et al. (2005). Participatory Forest Management in India: A Review of Policies and Implementation. Winrock International India
14. MoEF(Ministry of Environment and Forests). 1999. National Forestry Action Plan. Government of India, New Delhi
15. Najnin Begum. (2021). Participatory Forest Governance for Sustainable Forest Management: Opportunities and Challenges in Bangladesh. Macquarie Law School
16. Naresh Chandra Saxena. (1997). The Saga of Participatory Forest Management in India. CIFOR Special Publication
17. R A Sharma. (1995). Participatory forest management in India. Ambio, Springer, Vol. 24, No. 2 (Mar., 1995), pp. 131-133 (3 pages) https://www.jstor.org/stable/4314311
18. Sharma R. C. (2000). Beyond Joint Forest Management. Indian Forester: 126 (5): 463-476.
19. Tata Energy Research Institute. (1999). Study on joint forest management. Final Report, prepared for Ministry of Environment and Forest, New Delhi
20. T. Blomley and H. Ramadhani. (2006). Going to scale with Participatory Forest Management: early lessons from Tanzania. Commonwealth Forestry Association. The International Forestry Review, Vol. 8, No. 1, Special Issue: Africa – its forests and their future (March 2006), pp. 93-100 (8 pages)
21. https://www.jstor.org/stable/43740259
22. Vijai Shanker Singh, Deep Narayan Pandey. (2010). What Makes Joint Forest Management Successful? Science-Based Policy Lessons on Sustainable Governance of Forests in India. Climate Change and CDM, Cell Rajasthan State Pollution Control Board, Jaipur. RSPCB Occasional Paper No. 3/2010 © 2010, RSPCB
23. Ratna Reddy, M. Gopinath Reddy, Velayutham Saravanan, Madhusudan Bandi and Oliver Springate-Baginski. (2005). Participatory Forest Management in Andhra Pradesh: A Review of Its Working. Journal of Social and Economic Development
24. https://assignment.ignouservice.in/2021/09/why-is-there-need-for-participatory.html
25. https://encyclopedia.pub/entry/975
26. https://www.fao.org/3/XII/0355-C1.htm
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.
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.